COUNCILLOR COOPER VACATED THE CHAMBER AT 8.24PM … · COUNCILLOR COOPER VACATED THE CHAMBER AT 8.24PM DURING DISCUSSION ON ITEM 7 . COUNCILLOR COOPER RETURNED TO THE CHAMBER AT 8.26PM

163 COUNCIL 25 February 2014 COUNCILLOR COOPER VACATED THE CHAMBER AT 8.24PM DURING DISCUSSION ON ITEM 7 COUNCILLOR COOPER RETURNED TO THE CHAMBER AT 8.26PM DURING DISCUSSION ON ITEM 7

7. PUBLIC QUESTION TIME

Following the completion of business relating to Item 6, City Development, the business before the Council Meeting was deferred to consider questions submitted by the public. Question Time commenced at 8.23pm. The following questions were raised with Council:

Question 1 Are the councillors aware I have collected 110 signatures from residents of Filmer court, Simon avenue and the area of bridgewater way that backs these streets that states they do not wish to have the zoning changed to include 3 storey townhouse and villas and units on what is currently a street made up of a single house per block. If so why are they going against residents wishes many that have lived in Rowville for 25 plus years wishes, these residents feel they built when there was nothing, no infrastructure no shopping centre, no public transport and are now being punished for the location they built in and fear they will be forced from family homes. How come the covenant we have on our blocks of land is no longer valid and townhouses in the street have already been approved? Please explain.

Answer The Director - City Development, Mr Angelo Kourambas thanked the questioner and advised that the draft Rowville Plan has been developed with extensive community input over the last 12 months and that the proposed zoning changes are now on exhibition for further community consultation. Mr Kourambas advised that Council is encouraging local residents to be involved and that any feedback and submissions are welcomed. Mr Kourambas further advised that there will be numerous opportunities to attend public information sessions where specific queries and concerns can be answered. Mr Kourambas further advised that the streets mentioned are already zoned to allow townhouses and where title covenants are applicable these are considered as part of the planning permit application process.

164 COUNCIL 25 February 2014 7. Public Question Time (cont'd)

Question 2 Can Council advise what is occurring at the rear of Waverley Golf Course near Bergins Rd Rowville?

Answer The Director - City Development, Mr Angelo Kourambas advised that he was unaware of the situation and would take the question on notice and reply direct to the questioner.

Question 3 Has Council carried out any dialogue to date regarding EPA fines imposed on local business's (sic), being used for local environmental restoration projects?

Answer The Director - City Development, Mr Angelo Kourambas advised that his understanding is that the Environmental Protection Agency consolidates funds generated through fines and these funds are spent on projects based on EPA priorities across the State rather than the area in which they were generated. Mr Kourambas advised that he would make further enquiries on behalf of the questioner.

Question 4 Why is it that we have to pay $40 to dump a mattress base at the transfer stn? How do Council police their nature strip from illegal dumping outside my residence!

Answer The Director - Engineering and Infrastructure, Dr Ian Bell advised that the Cathies Lane Transfer Station is a commercial operation and fees are applicable. Dr Bell further advised that the Transfer Station accepts items not only from the Knox region but from other municipalities as well. Dr Bell advised that if any waste has been illegally dumped on a resident's naturestrip, they should contact Council's Customer Service Centre and a litter crew will collect the illegally dumped waste. Further, if a resident witnesses the illegal dumping of rubbish, they should take down the details (vehicle registration, time and date etc) and report this to Council's Customer Service Centre who will follow up with the Local Laws Department.

Question Time Concluded at 8.35pm.

165 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 February 2014 BAIRD WARD

8.1 PETITION CALLING FOR THE LIMITATION OF THROUGH TRAFFIC IN WESTERN ROAD, BORONIA

SUMMARY: Transport & Traffic Engineer (David Chow)

In response to a petition presented at the Ordinary Meeting of Council on 26 November 2013, this report investigates the request to install traffic devices to limit through traffic on Western Road, Boronia.

RECOMMENDATION

That Council

1. note this report; and

2. advise the lead petitioner of the conclusions of this report.

1. INTRODUCTION

This report responds to the petition tabled at the Council Meeting held on 26 November 2013. The petition was signed by 27 residents, residing in 19 properties on Western Road. They have requested the following:

“To restrict the flow eastbound and westbound on Western Road at the intersection with Valerie Street and Manuka Drive such that it is only convenient for local traffic and becomes a deterrent for non-local traffic in using this route for rat run purposes.”

The action requested is in response to a number of safety concerns held by the signatories, particularly in relation to excessive speed and high volumes of non local traffic using Western Road as a through road to Boronia Central.

2. DISCUSSION

2.1 Management of Western Road

Western Road is a Collector Road connecting Scoresby Road to the residential area between Boronia Road (to the north) and Blind Creek (to the south). Together with Maryborough Road and Hazelwood Road, it forms an east-west connection between Scoresby Road and Dorset Road for local residents.

166 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 February 2014 8.1 Petition calling for the limitation of through traffic in Western Road,

Boronia (cont’d)

Under Council’s Road Management Plan, a Collector Road has the following functions:

· Provide connectivity to commercial and residential areas from Link Roads or directly from the VicRoads arterial network;

· Concentrate locally generated traffic to an outlet;

· Provide direct access to the local road network without acting as a through traffic route;

· Carry local traffic to shops, schools, commercial districts, hospitals, sporting and other local facilities.

In addition, the Plan states the desirable traffic volume for a Collector Road is under 6,000 vehicles per day.

The following figure indicates the road hierarchy of streets in the vicinity of Western Road.

Figure One – Road Hierarchy – Western Road Precincts.


Boronia (cont’d)

2.2 Through Traffic

The lead petitioner has expressed concerns regarding non-local traffic turning into Western Road to avoid the traffic signals at the Scoresby Road and Boronia Road intersection when travelling towards Boronia Central. The lead petitioner described the rat-run route from Scoresby Road to Dorset Road as:

1. Turn right into Western Road;

2. Turn left into Rankin Road;

3. Turn right into Maryborough Road;

4. Turn left into Springfield Road; and

5. Turn right into Park Crescent.

To assess the extent of through traffic in the area, an Origin-Destination Survey was conducted during the afternoon peak hour (4-5pm) on Wednesday 18th December 2013. The surveyed hour coincides with the peak afternoon traffic period for right turns from Scoresby Road into Boronia Road as recorded via VicRoads’ SCATS traffic monitoring system.

It is expected that through traffic on local streets is not a common occurrence outside the peak traffic periods.

The surveyed locations included:

Station 1 - Western Road/Scoresby Road intersection;

Station 2 - Western Road/Rankin Road intersection; and

Station 3 - Park Crescent/Dorset Road intersection.

The figure on the following page indicates the surveyed locations and the location which VicRoads’ SCATS data was obtained.


Boronia (cont’d)

Figure Two – Location of Traffic Monitoring Stations.

The lead petitioner provided a plan showing what he perceived to be the ‘rat-run’. This plan showed motorists travelling Western Road to Rankin Road, Maryborough Road, Springfield Road and exiting Park Crescent onto Dorset Road. When examining the road network, this would appear to be the most likely route if ‘rat-running’ was occurring. The origin-destination cordon was therefore established to analyse this route.

A motorist travelling along Burwood Highway to access a property east of Dorset Road, south of Boronia Road is not likely to travel along Scoresby Road then have to do a right turn into Western Road, travel residential streets and then have to do a right turn into Dorset Road when they could travel along Burwood Highway to Dorset Road. For motorists wanting to access Boronia Central, Park Crescent onto Dorset Road is the obvious route. Park Crescent onto Boronia Road however, requires a left turn and then a difficult U-Turn to access the shops.

Motorists travelling north along Scoresby Road with the intent to turn right off Boronia Road may choose to turn right at Western Road. This is particularly during afternoon peak hours, where it is evident there is a bank up of traffic turning right into Boronia Road.

Based on these assumptions, the count locations considered appropriate were the three noted.

SCATS Data Location

Station 1

Station 2

Station 3


Boronia (cont’d)

The survey indicated that during the afternoon peak period, only 2 out of 101 vehicles (i.e. 2%) entering Western Road from Scoresby Road exited at Park Crescent and Dorset Road intersection.

The survey also indicates that 31 vehicles were observed to travel eastbound along the entire length of Western Road. It is expected most of this traffic would be local traffic accessing the Springfield Road residential area.

Given the above, it is therefore considered that traffic travelling from Scoresby Road to Dorset Road via Western Road and Park Crescent is a relatively small part of the overall traffic usage.

2.3 Traffic Conditions

In December 2013, traffic surveys were carried out along Western Road to determine the current traffic conditions of the road. The results from the traffic surveys are summarised in the following table.

Location (Noting the residential

address next to the counter)

Average Weekday

Traffic Volume

(two-way) (veh)

85th Percentile

Speed (km/h)

AM Peak (veh)

PM Peak (veh)

2 Western Road 1,608 44.3 132 171

30 Western Road 1,478 49.5 136 166

50 Western Road 1,472 53.6 143 155

The traffic surveys were conducted during the last week of the 2013 school year. The results obtained are however, consistent with traffic conditions recorded from previous traffic surveys carried out during the school year.

The recorded traffic volumes along Western Road are within acceptable limits for a Collector Road.

2.4 Traffic Treatment/s

A range of traffic treatments may be implemented to address through traffic issues on the local road network. Generally, the treatments aim to minimise the volume of traffic accessing the local road network from the arterial road with turn restrictions or to minimise the incentives (time savings) of travelling along the local roads with the installation of traffic management devices.


Boronia (cont’d)

It should be noted that all major forms of treatments would affect local residents in the area as well as other road users.

The petition request for the implementation of a restriction on through movements on Western Road at Valerie Street and Manuka Drive is therefore inconsistent with typical traffic treatments and is considered inappropriate given the below:

· Likelihood of distributing traffic flows onto the nearby road network such as Valerie Street, Gregory Road and Manuka Drive. With the exception of Manuka Drive which is a Collector Road, both Valerie Street and Gregory Road are Access Roads which have a primary traffic function of providing access to abutting properties. As such, it would be inappropriate to distribute local through traffic on Access Roads and contradicts the function for a Collector Road.

· Effectiveness of restrictions as a deterrent to through traffic along Western Road. The restriction would have minimal effect on the volume of traffic accessing Western Road and serves to marginally increase travel time along the route. The restriction may induce localised movements in the vicinity of the intersection, however this would likely also re-distribute traffic onto local roads.

In addition, an assessment of Western Road under the 2013 review of the Local Area Traffic Management (LATM) Program has concluded that the street does not warrant the installation of LATM devices at this time.

To discourage the access of Western Road from non-local traffic at Scoresby Road, it is proposed to install ‘Local Traffic Only’ traffic direction signs at the intersection. Unlike other traffic treatments, the signage is non-enforceable and would have a negligible impact on local residents.

2.5 Crash History

A review of the State Accident Records on Western Road during the most recent five (5) year period between 01/01/2008 – 31/12/2012 identified one casualty incident involving two vehicles in a head on collision at the intersection with Scoresby Road. No other reported casualty accidents have occurred along Western Road.

3. CONSULTATION

The lead petitioner will be informed of the outcome of this report.

4. ENVIRONMENTAL/AMENITY ISSUES

A high occurrence of through traffic may have an adverse affect to the amenity of the local residential area.


Boronia (cont’d)

This report however notes that the occurrence of through traffic is relatively low and as such, will have a minimal impact on residential amenity.

5. FINANCIAL IMPLICATIONS

There are no financial implications.

6. SOCIAL IMPLICATIONS

A safer, quieter road encourages more people to use alternative transportation modes such as cycling and walking, and also encourages social interaction between neighbours.

7. RELEVANCE TO CITY PLAN 2013-17 (INCORPORATING THE COUNCIL PLAN)

The key result area of ‘Sustainable Community’ identified a strategic objective for ‘Accessible Transport Choices’. In particular the plan identified an action for road safety to meet community expectations through outstanding traffic management. The continuous improvement of LATM schemes enhance safety and improve the residential amenity of the local area.

8. CONCLUSION

The extent of through traffic along Western Road has been investigated and it is considered that instances of traffic travelling from Scoresby Road to Dorset Road via Western Road and Park Crescent are a relatively infrequent occurrence.

Following consideration for the surveyed volume of through traffic and current traffic conditions on Western Road, the installation of traffic treatments along Western Road is not warranted at this time.

Traffic volumes along Western Road are within acceptable limits of a Collector Road.

Western Road will be monitored as part of the annual review of Council’s Local Area Traffic Management Program.

9. CONFIDENTIALITY

There are no issues of confidentiality associated with this report.


Boronia (cont’d)

COUNCIL RESOLUTION MOVED: CR. LOCKWOOD SECONDED: CR. ORPEN

That Council

1. note that the installation of traffic treatments along Western Road, Boronia is not warranted at this time; and

2. advise the lead petitioner of this outcome and the associated conclusions of this report.

CARRIED

173 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 February 2014 DOBSON WARD

8.2 SEGARTA CIRCUIT TREE REMOVAL – PETITION

SUMMARY: Coordinator – Parks (Ashley Tenson)

This report is in response to a petition tabled at the Council meeting on 17 December 2013 requesting the removal of Eucalyptus trees from the nature strips of Segarta Circuit, Ferntree Gully.

RECOMMENDATION

That Council

1. retain the existing Eucalyptus scoparia (Wallangarra White Gum) avenue in Segarta Circuit, Ferntree Gully, and continue to monitor it as part of Council’s inspection program;

2. replace the nine Eucalyptus scoparia trees identified as having poor health or structure with Eucalyptus mannifera ‘Little Spotty’;

3. respond to the residents within Segarta Circuit in relation to their request to remove all the Eucalyptus mannifera and replant with another species.

1. INTRODUCTION

At the Ordinary Meeting of Council on the 17 December 2013, a petition was tabled signed by 109 signatories representing 62 of 92 properties in Segarta Circuit, Ferntree Gully. The petition requested Council remove the avenue of Eucalyptus scoparia (Wallangarra White Gum) in Segarta Circuit and replant with a different tree species.

The petitioners are requesting the removal of the avenue based on the following:

· they believe the tree species are an inappropriate species for a nature strip;

· the amount of tree related debris (dropped leaves, bark, etc); and · tree related infrastructure damage both private and Council.

One of the signatories has subsequently contacted Council asking that their name be removed from the petition, as they were under the impression that the petition was for additional street sweeping rather than the removal of the trees.

2. DISCUSSION

Segarta Circuit, Ferntree Gully is located at the foothills of the Dandenong Ranges. It is a horse shoe shaped street with an avenue of semi-mature Eucalyptus scoparia. Refer Figure 1. The subdivision associated with Segarta Circuit was constructed approximately 25 years ago with the street trees being planted shortly after. The one species of tree was used to create a uniform streetscape appearance, being Eucalyptus scoparia. Refer Figure 2.

174 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 February 2014 8.2 Segarta Circuit Tree Removal - Petition (cont’d)

Figure 1. Map of Segarta Circuit Residential Area.


Eucalyptus scoparia (Wallangarra White Gum) is indigenous to Australia and is classified as a small to medium sized tree (10-15m in height). It has a medium to fast growth rate and is known to attract bird life. The majority of the trees within the avenue are semi-mature in age given the location and growing conditions. It should be noted that original correspondence and Council’s data base identified the trees to be Eucalyptus mannifera however, as part of the investigation undertaken in preparing this report, the trees were identified as Eucalyptus scoparia. Both of these species of tree are very similar in form and are often mistaken for each other.

There are a total of 108 Eucalyptus scoparia within Segarta Circuit. In general terms, the trees are in good health and structure and are considered to be a valuable asset and worthy of retention. Nine trees were however, identified as having ‘Poor’ health and/or structure. It is proposed that these trees be programmed for removal and replacement with Eucalyptus mannifera ‘Little Spotty’. As part of Council’s process, residents whose trees are to be removed will receive a letter explaining why their tree will be removed and details of the replacement tree.

The replacement trees proposed are similar in form and will complement the existing streetscape but are a smaller growing variety of between 7-9 metres in height. It was also noted that some of the trees within the street require pruning for deadwood. Segarta Circuit is also due to be formatively pruned in December 2014 as part of Council’s cyclic tree pruning program. These works will also be programmed at the same time.

2.1 Maintenance and Associated Requests

Since the introduction of Council’s Works Order system (2004) there have been a total of 80 tree related requests for Segarta Circuit and are summarised as follows:

· 22 requests for pruning of the trees mainly relating to leaf debris or over hanging properties.

· 21 requests in relation to fallen branches.

· 21 requests in regard to hazards which following inspection, were deemed to not exceed Council’s intervention level.

· 9 requests for stump removals.

· 6 requests for a tree to be removed.

· 1 request in regard to tree roots.

These requests have been followed up through Council’s Operations Department with action taken as appropriate.


The main tree related requests that have been received over the past ten (10) years relate to leaf litter and branches. All trees shed leaves and branches over the course of the year – with Council receiving requests from time to time in relation to both native and exotic trees. For both native and exotic trees, the loss of leaves can occur following periods of extreme temperature. This is a defence mechanism whereby a tree will shed leaves, bark and sometimes branches to reduce moisture loss through transpiration. This has been witnessed, not only in Segarta Circuit but across the municipality, to a number of streets in the past 4-5 years.

For a drought and heat prone country such as Australia, Eucalypt trees have evolved to cope with drought and hot weather conditions. It is this capacity to cope with adverse climatic conditions that makes Eucalypts appropriate as street trees, particularly as these conditions are predicted to get more extreme. At the same time, it may require that Council consider adjusting its programs, such as street sweeping, to deal with such eventualities.

To this end, there have also been requests that have been directed to the Ward Councillor in regard to leaf litter. These have been investigated through Council’s Operations Department and, in a recent case (December 2013), additional street sweeping was undertaken.

2.2 Damage to Infrastructure – Private and Council

To date, two tree related insurance claims have been filed against Council; including one for tree root related damage and the other for car damage (failed limb hitting a car). In regards to the tree root damage claim, a root barrier was installed and Council’s insurers made a compensation offer to the resident. The claim made in regards to the fallen limb and car damage is currently pending.

As part of the tree inspection process in preparing this report, an assessment was conducted of trees that may have adversely affected the footpath. It was determined that the majority of identified infrastructure issues either did not exceed Council’s intervention levels or the affected section had been previously attended to using asphalt wedging. Currently, there are a small number of sections/bays of footpath that require remedial works which have been programmed for rectification. These bays can either be grinded or a wedge inserted to address any tripping hazard.

It is noted that where paving is assessed as requiring replacement as a consequence of physical movement due to tree roots, an assessment is made of the health, condition and relative value of the tree in accordance with the Streetscape Policy.


Where the tree is in good condition, form and structure and is a high value, the section of affected paving would be replaced and the tree retained. To ensure that there is minimal chance of the paving being displaced in the future, a flexible paving material may be used, or a product such as ‘Tripstop’ used, which allows for movement across the pavement panels without creating a tripping point.

In the last few years, there has been a significant rise in both media attention and resident interest in regard to Eucalypt trees planted on Council nature strips. As a result, Council is in the process of reviewing its Streetscape (Green Streets) Policy. As a part of this review, a risk assessment matrix is being developed to determine current and potential future risk associated with street trees. Whilst yet to be endorsed by Council, it is anticipated that the trees in Segarta Circuit would not present an unacceptable level of risk of infrastructure damage.

As noted, certain times of the year, some tree species may cause leaf, nut and bark litter. This in itself is a common problem within any urban area and as such, is not sufficient reason to remove a tree. Council will try to assist residents where it can and where it will not adversely impact on the trees’ health or shape by pruning to help to reduce their impact.

All Council street trees are pro-actively inspected bi-annually applying an industry approved Visual Tree Assessment (VTA) methodology. In addition to this, trees are inspected by qualified arborists upon request from residents. Council also understands the ongoing maintenance requirements associated with the trees however, believes the benefits of the tree to the street outweigh these. In some instances – such as with Segarta Circuit – additional street sweeping has been undertaken to address this issue of leaf litter.

3. CONSULTATION

Consultation has taken place with the relevant departments including Parks Services and Operations. It is also noted that following receipt of the petition, a number of residents have contacted Council objecting to the removal of these trees.


Knox’s streetscapes and the trees within the streetscape are regarded as one of Council’s greatest assets and contribute to the green leafy image of Knox. The benefits of a tree dominated streetscape are important to both Council and residents. The relative suitability of a tree in an urban landscape is a subjective matter and the environmental and aesthetic benefits provide much enjoyment for the local community. Trees provide a softening of the landscape and reduce the impacts of built form in residential areas. Tall trees are encouraged as they provide environmental benefits including: improved air


quality, shading in warm weather which reduces cooling costs and emissions in homes and vehicles, as well as providing biodiversity for birds and other local wildlife.

5. FINANCIAL & ECONOMIC IMPLICATIONS

As trees are living entities, that grow and shed leaves and bark, there will continue to be implications associated with any tree planted in an urban environment. This is traded off against the significant value that street trees contribute to our green and leafy environment. Ongoing tree monitoring of Segarta Circuit will continue to be funded through Council’s current operational budgets.

The cost of introducing flexible paving or products such as ‘Tripstop’ adds approximately $10-$20 per m2 of paving. This is included in existing operational budgets.

The cost of reactive street sweeping to deal with the additional leaf litter that results from extreme weather is absorbed in the current budget for street sweeping. It is anticipated however that should these types of events increase in frequency, there will be additional cost. Initial estimates are in the order of $10-$20,000 per annum for reactive street sweeping.


Studies have shown that trees can have a positive impact on physical and mental health and improve social cohesion. Trees also benefit the population from an aesthetic, symbolic and sensory perspective.


The following elements of the Council Plan relate to this issue:

Sustainable Natural Environment – Knox City Council will be a leader in environmentally sustainable management, producing a healthier local environment, a green and leafy municipality, and sustainable living opportunities for all. Attractive & Vibrant Places – Knox will have a village community feel with access to ‘big city’ facilities, neighbourhood parks and open space. Development will be targeted around activity centres, with significant landscape and cultural heritage sites preserved, through quality urban and landscape design standards.

8. CONCLUSION

Whilst Council acknowledges that a large percentage of the residents within Segarta Circuit wish to have their trees removed, recent letters to the Knox Leader and conversations with residents through Council staff indicate that there are also a number of people supporting the retention of the trees.

179 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 February 2014

Maintaining street trees is a constant challenge which is taken seriously by Council. Healthy tree avenues should be retained as part of Council’s streetscapes as identified in Council’s Liveable Streets Policy 2012-22.

Council will continue to perform ongoing works including the inspection and management of trees within Segarta Circuit and will continue to implement tree replacements as required.

9. CONFIDENTIALITY

There are no confidential issues associated with this report.

COUNCIL RESOLUTION MOVED: CR. ORPEN SECONDED: CR. MORTIMORE That Council: 1. retain the existing Eucalyptus scoparia (Wallangarra White

Gum) avenue in Segarta Circuit, Ferntree Gully, and continue to monitor it as part of Council’s inspection program;

2. replace the nine Eucalyptus scoparia trees identified as having poor health or structure with Eucalyptus mannifera ‘Little Spotty’;

3. respond to the residents within Segarta Circuit in relation to their request to remove all the Eucalyptus mannifera and replant with another species;

4. bring forward the formative pruning and dead wooding as identified within the report, to be undertaken within the next two months; and

5. that the current 5-6 week street sweeping cycle that currently applies to Segarta Circuit be increased to a 3-4 week cycle between the months of November to March.

CARRIED


SUBSEQUENT MOTION

MOVED: CR. COOPER SECONDED: CR. ORPEN That Council: 1. refer the amount of $20,000 per annum for reactive street

sweeping to deal with the additional leaf litter that results from extreme weather to the 2014/15 Budget process, for Council’s consideration; and

2. investigate the cost of increasing the street sweeping across Knox from the current 5-6 week cycle to a 4 week cycle and refer to the 2014/15 Budget process, for Council’s consideration.

CARRIED

181 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 February 2014 ALL WARDS

8.3 DRAFT PLAY SPACE PLAN (2013-2023)

SUMMARY: Coordinator – Open Space and Landscape Design (Marshall Kelaher)

Since the adoption of the Knox Open Space Plan 2012-2022 on 29 May 2012 a Draft Play Space Plan has been under development. The Draft Play Space Plan is intended to: · reflect Council’s approach to children’s play; · analyse issues of play space access, supply and demand; · document design principles to guide future play space provision;

and · assess the suitability of all play spaces in Knox based on the

findings of the plan.

RECOMMENDATION

That Council

1. Endorse the Draft Play Space Plan presented as Appendix A of this report for purposes of consultation; and

2. That Council refer the Draft Play Space Plan for public exhibition and feedback as per the consultation section of this report.

1. INTRODUCTION

Council is responsible for the management of 208 play spaces in open space reserves. Generally these play spaces consist of items of play equipment within areas of softfall (mulch or other materials).

However, the notion of children’s play provision has evolved significantly in recent years and contemporary approaches to play include:

· access to more natural play opportunities within play spaces;

· provision of more open ended play opportunities;

· increased access for children and carers of all abilities in play spaces;

· consideration of older carers, such as grandparents; and

· provision of play spaces that appeal to a broader range of age groups.

Reflecting this approach, Council has undertaken a number of programs, such as the Kinder-gardens for Wildlife Program and the Bush Kinder Program that extend the generally accepted notion of play provision. The Draft Play Space Plan has been in development to align with the Draft Playground Asset Management Plan.

182 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 February 2014 8.3 Draft Play Space Plan (2013-2023) (cont’d)

2. DISCUSSION

The Draft Play Space Plan considers three key areas in the development and management of network of play opportunities for children and families in Knox. These are as follows:

· A Community Resource

Knox City Council provides and manages 208 public play spaces in parks. This is a significant community investment and is highly valued. The ongoing management of these assets represents a significant ongoing commitment by Council.

· Policy Framework

The Draft Play Space Plan provides a theoretical and practical framework for planning; for design; for management and for the future direction of individual parks and public play spaces across Knox.

This Draft Plan sits within the framework of the Knox City Plan and within the context of other related Council Plans as follows;

Knox Vision: Our City, Our Future and Knox City Plan 2013-2017

Knox Open Space Plan 2012-2022

Knox Liveable Streets Plan 2012-2022

Knox Recreation Strategy 2004-2013

Municipal Early Years Plan 201-2015

Knox Youth Strategic Plan 2012-2017

Knox Access and Inclusion Plan 2011-2015

Draft Play Space Plan 2013 -2023

Knox Playground Asset Management Plan 2013

Ali

gn

ed

Pla

ns


· Approach to Play

The Draft Plan views children’s outdoor play as a critically important activity. It recognises the multi-faceted nature of play and the complexities of genuinely making spaces engaging to children while managing a fragile natural environment, monitoring public safety, and keeping parks attractive and economically viable.

This Draft Plan views children’s activities in the natural environment as so important that active measures need to be taken by Council to facilitate them. Viewed in the context of an urbanising city with increasing residential density and increased traffic, children’s access to open space, to the natural environment and to quality play opportunities needs to be protected and sensitively managed.

The Draft Plan is structured to consider these matters from both:

o a ‘big picture’ (or planning) perspective, with overview and recommendations for whole Precincts; and

o from the detailed perspective of each individual play space, with detailed site reports.

Report Structure

The Draft Play Space Plan is structured as follows:

Section 1 sets out the Vision, the context and includes a policy statement on play and definitions of terms. The Vision articulates an integrated focus that includes:

· children and families as clients and users;

· Council as the manager of the network;

· the play network as a system across the municipality;

· the Community as a beneficiary of the social dividends that quality play provision provides; and

· the natural environment as a beneficiary of children and families engaged with nature through play.

Section 2 Provides principles for the planning and management of play spaces. These include a hierarchy and classification of parks and play spaces and contains tables that recommend which physical assets should be placed in parks at each level.

Section 2 identifies 5 general principles to consider in the planning for play and social/family recreation in parks as follows.


1. Play provision as a system. Every park and play space contributes to an overall ‘package’ available to the public, meaning a diverse offering with each experience complementing the others.

2. Dependence. In some cases a local park whether large or small may have a larger than usual population that depend on it for their open space experience. This should be considered when planning service provision in these parks.

3. Diversity across precincts. A diverse package of play opportunities must be available across precincts.

4. Off-road connection. It is preferable that diverse experiences are accessible on safe pedestrian routes that are preferably off-road.

5. Minimum distance from homes to parks. It is preferable for residents to have access to a park of any category that is a maximum 10 minute walk or 500m walking distance.

Section 3 addresses issues of supply (distribution of parks for play across Knox) and demand (demographic information) and how these affect decision-making about each site. This section includes maps and a summary of all recommendations, by precinct. The Appendix lists all play spaces, by precinct.

Section 4 – Design for Play provides guidance when designing for play. The recommendations extend beyond just play design. This is to ensure that the entire public park is considered as part of the play experience. From an asset planning and management perspective this will assist in the alignment of multiple capital works programs to achieve outcomes that are greater than just the program for which the funds are intended.

Section 4 contains a section titled ‘10 Key characteristics that deliver best value for play in parks’. The 10 key characteristics are: 1. Social and inclusive design. Successful play spaces welcome residents

and visitors of all ages and abilities. 2. Natural elements and loose materials. Natural environments and

materials change constantly and connect children with flora, fauna, seasonal variations and natural systems.

3. Blurry boundaries. By blurring the boundary between play equipment and public park children are encouraged to explore and develop more.

4. Open ended design features. Open ended design features enable self directed play by children, encouraging imagination, role play and fantasy which are fundamentally important to children.

5. Climbing and risk taking. The ability for children to climb and test themselves physically is linked to the development of self confidence and autonomy.


6. Key forms of movement. Movement plays a key role in the development of fine motor skills, integration of sense, balance and co-ordination among others.

7. Flexibility and adaptability. Flexible and adaptable spaces deliver better value to a broader section of the community.

8. Complexity. Children benefit from the potential for more complexity and variety in their play.

9. A landmark or signature feature. A landmark, large or small, can create a strong memory in a child’s mind, and a unique local identity for the park.

10. Beneficial relationship between elements in the park. The physical location of elements in a park and their relationships to one another are critically important if a park is to be used to its maximum potential.

The development of the Draft Play Space Plan has occurred in parallel to the development of the Playground Asset Management Plan. This has led to the development of combined capital works ranking criteria that addresses playground condition (compliance with standards) as well as playground dependence, social disadvantage and complementary facilities. Should the Draft Play Space Plan be eventually adopted this will inform the ranking criteria for the 2015-2016 financial year.

3. CONSULTATION

The Draft Play Space Plan has been prepared following consultation with Council officers. Areas of Council that have been consulted include Parks Services, Traffic and Transport, Asset Strategy, Leisure and Recreation, Family and Children Services, Biodiversity, and Access and Equity.

Furthermore the Draft Play Space Plan draws on feedback from local residents in relation to the delivery of the playground renewal capital works program.

Should Council endorse the Draft Play Space Plan it is proposed to consult with the community and stakeholders by:

· Public exhibition of the Draft Play Space Plan online and in customer service centres.

· Advertising in the local newspapers, on Council’s website and on facebook and twitter.

· Conducting up to four (4) neighbourhood workshops.

· with key stakeholders including Play Australia, local children services providers, and schools.


The following timelines are presented for the proposed finalisation of the Play Space Plan:

PLAY SPACE PLAN (2013-2023) Start Finish Draft Plan presented to Council for endorsement 25/02/2014 25/02/2014 Draft Plan out for public and stakeholder comment 11/03/2014 9/05/2014 Presentation to Councillors at Issues Briefing meeting 3/06/2014 3/06/2014 Final Plan to Council meeting 24/06/2014 24/06/2014


The development of the Draft Play Space Plan will enable the planning and delivery of a play network that works in harmony with the natural environment and helps to build children affinity with nature.

The Draft Play Space Plan provides guidance as to how to deliver play spaces with greater amenity through the better use of materials, better siting and the consideration of mutually beneficial relationships. This approach will embed greater amenity development across a range of Council programs through a broader consideration of children’s and family environments.


The development of the Draft Play Space Plan in conjunction with the Playground Asset Management Plan will enable Council to better rank priorities and target investment in play space renewals and upgrades, by maintaining a consistent approach.

The Playground Asset Management Plan, adopted by Council at the 17 December 2013 Council Meeting, noted that Council’s current funding levels for playgrounds are close to being sustainable, with some improvements required to address renewal in the short term.

Similar to other Asset Management Plans, the Playground Asset Management Plan presented three funding scenarios (Status Quo, Medium and High) informed by varying service levels.

The Medium scenario was endorsed by Council and aims at providing the minimum level of funding required to adequately renew, upgrade, maintain, operate and create playground assets.


It is anticipated that by committing to the Medium scenario, Council will place itself in a position where it can sustainably fund the deterioration rate of all open space playground assets, while addressing the existing backlog of assets exceeding intervention. No increase to new/upgrade funding has been recommended in the Medium scenarios, partly because new/upgrade expenditure is discretionary and may vary as priorities change. The focus of the Playground Asset Management Plan has therefore been on sustainable management of existing infrastructure and an ongoing commitment to ensure lifecycle costings are incorporated as part of any new/upgrade works planning. In this way, regardless of future new/upgrade projects, there is a process to ensure that appropriate funding is committed to the ongoing renewal and maintenance of any new or upgraded playground assets.

Play spaces upgrades are funded within the 4014 – Unstructured Recreation Capital Works Program as part of overall park/reserve upgrades. The 2013/14 allocation for the Unstructured Recreation Program is $1,165,000. These works are ranked according to the criteria developed in the Knox Open Space Plan 2012-2022. Improvements to play spaces through this program also include improvements to other reserve amenities thereby integrating the play experience with the total park experience. As upgrade works to play spaces are included in existing open space upgrade planning it is not anticipated that extra funds are required to be committed to in the Long Term Financial Forecast to implement the findings of this plan.

In summary it is not anticipated that this plan will result in any effect on Councils Long Term Financial Forecast.


Play spaces in Knox are an important part of the social fabric of the community. The development of the Play Space Plan will enable the delivery of play spaces that better reflect and support social interaction of children and carers in Knox.

The Play Space Plan proposes to involve the local community in the development of local parks and play spaces with a view to improving the sense of community ownership of local parks.

In addition, when Council demonstrates care through the delivery of quality play spaces the local community may then deliver social dividends through greater community participation and procurement.



The following elements of the City Plan relate to this issue:

Vibrant and Sustainable Built and Natural Environments

The future Knox is:

A place where residents identify with and strongly value Knox being made up of a series of villages with access to a full range of urban facilities and services. Growth and change through development occurs at a rate and type that is responsive to Knox’s character while meeting the needs of a changing community.

Culturally Rich and Active Communities

The future Knox is:

A place where public open space is accessible and plentiful, and public art is a valued aspect of community life. Diverse leisure and recreational activities are abundant, and people have access to shared open spaces and facilities.

8. CONCLUSION

Council has developed this robust plan over several years and has drawn on learnings from several aligned plans. The Plan complements the existing Knox Playground Asset Management Plan and the Knox Open Space Plan (2012-2022) and enables Council to better plan and manage a network of diverse, inclusive and sustainable play space for children and families in Knox.

The endorsement of this Plan for community consultation will ensure that the Plan reflects the community’s aspiration childrens play in Knox.

9. CONFIDENTIALITY

There are no issues of confidentiality associated with this report

COUNCIL RESOLUTION MOVED: CR. GILL SECONDED: CR. SEYMOUR

That Council

1. endorse the Draft Play Space Plan presented as Appendix A of this report for purposes of consultation; and

2. refer the Draft Play Space Plan for public exhibition and feedback as per the consultation section of this report.

CARRIED

189 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 February 2014

DRAFT PLAY SPACE PLAN (2013-2023)

APPENDIX A (Circulated Separately)

190 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 February 2014 ALL WARDS

8.4 CONTRACT EXTENSION – CONTRACT NO. 1789 – PRUNING OF TREES AND GENERAL ARBORICULTURAL SERVICES

SUMMARY: Coordinator – Parks Services (Ashley Tenson)

This report makes recommendations to Council to extend the current contract period for an additional two (2) years for the listed contractors under Contract 1789 Pruning of Trees and General Arboricultural Services.

RECOMMENDATION

That Council:

1. Lump Sum Contract – Cyclic Street Tree Pruning accept the two year extension for the lump sum tender submitted by Citywide Service Solutions Pty Ltd for Contract 1789 - Pruning of Trees & General Arboricultural Services for the provision of cyclic street tree pruning for a contract term from 1 July 2014 to 30 June 2016;

2. Schedule of Rates – Tree Pruning & Removal accept the two year extension to the Schedule of Rates tenders submitted by: · Citywide Service Solutions Pty Ltd · Predcon Pty Ltd · R&J Stewart Travel Tower Hire Pty Ltd for Contract 1789 - Schedule of Rates Tree Pruning and Removal for a contract term from 1 July 2014 to 30 June 2016;

3. Schedule of Rates – Stump Removal accept the two year extension to the Schedule of Rates tenders submitted by: · Adams Stump Removal · R&J Stewart Nominees Pty Ltd for Contract 1789 - Schedule of Rates Stump Removal for a contract term from 1 July 2014 to 30 June 2016;

4. Schedule of Rates – Tree Root Control accept the two year extension to the Schedule of Rates tender submitted by Just Roots Pty Ltd for Contract 1789 - Schedule of Rates Tree Root Control for a contract term from 1 July 2014 to 30 June 2016;

191 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 February 2014 8.4 Contract Extension – Contract No. 1789 – Pruning of Trees and

General Arboricultural Services (cont’d)

5. Schedule of Rates – Elm Leaf Beetle Control accept the two year extension to the Schedule of Rates tender submitted by Citywide Service Solutions Pty Ltd for Contract 1789 - Schedule of Rates Elm Leaf Beetle Control for a contract term from 1 July 2014 to 30 June 2016;

6. authorise the Chief Executive Officer to formalise the contract extension documentation;

7. authorise the Chief Executive Officer to sign and seal the completed contract extension documentation; and

8. notify the contractors accordingly.

1. INTRODUCTION

On 25 May 2010 Citywide Service Solutions Pty Ltd, Predcon Pty Ltd, R&J Stewart Travel Tower Hire Pty Ltd, Adams Stump Removal, R&J Stewart Nominees Pty Ltd and Just Roots Pty Ltd were awarded various components of the above contract for a four (4) year period from 1 July 2010 to 30 June 2014, with the option of a two (2) year extension, at Council’s discretion. The original Council report is provided as Appendix A to this report.

· Citywide Service Solutions Pty Ltd for - Lump Sum Cyclic Street Tree Pruning - Tree Pruning & Removal - Elm Leaf Beetle Control

· Predcon Pty Ltd for Tree Pruning & Removal

· R&J Stewart Travel Tower Hire Pty Ltd for Tree Pruning & Removal

· Adams Stump Removal for Stump Removal

· R&J Stewart Nominees Pty Ltd for Stump Removal

· Just Roots Pty Ltd for Tree Root Control

Under Services General Conditions of the contract, Clause 9.2 “Contract Term” gives Council the option to consider an extension for a period of twenty four (24) months for the period from 1 July 2014 to 30 June 2016, at Council’s discretion.



2. DISCUSSION

In accordance with Council’s Contract Management Manual, all the listed contractors were requested by letter (25 November 2013) to submit a revised Lump Sum and Schedule of Rates for pruning of trees and general arboricultural services for the period from 1 July 2014 to 30 June 2016.

A summary of the submitted Lump Sum and Schedule of Rates is included in the Confidential Summary attached to this report.

The Contract Supervisor has advised that the performance of all nominated contractors has been acceptable over the initial contract period and supports an extension of the contract for the two (2) year option period.

All contractors have met their requirements for completing works on time, within their control and have provided a good level of service, responding well to all requests and rectified any issues promptly.

In addition, there are no known Occupational Health & Safety issues requiring resolution during the initial contract term.

3. CONSULTATION

Consultation has occurred during the price negotiations between the contractor, the Contract Supervisor and the writer. No public consultation is necessary.


Knox’s streetscapes and the trees within the streetscape are regarded as one of Council’s greatest assets and contribute to the green leafy image of Knox. This contract has been implemented to ensure the ongoing integrity of Council’s street trees, focusing on tree structure and health.


Council has made an allowance of $877,793 in the 2014/2015 draft budget and $904,127 in the 2015/16 draft budget for the Cyclic Street Tree Pruning (lump sum) contract. This contract will allow for the completion of all works specified by Contract No. 1789 which includes the pruning of 50% of the municipality’s street trees and trees adjacent to roadsides per annum. The lump sum component of this contract is fixed. As such, the provision for a CPI increase is not required.



Council has also made allowance for the reactive and programmed works associated with this contract, including tree removal and pruning, stump removal, tree root control and Elm Leaf Beetle control. This is reflected in Council’s 2014/15 draft Operational Budget with the following; Reactive Tree Works $337,244, Trees - Bushland $94,024 and Trees - Parks $233,236. In accord with the Contract Conditions, an annual price adjustment applies to the Schedule of Rates component of this contract. The provisions in the draft budget for 2014/15 and for 2015/16 adequately cover the cost associated with this Contract extension.


Studies have shown that trees can have a positive impact on physical and mental health and improve social cohesion. Trees also benefit the population from an aesthetic, symbolic and sensory perspective. This contract aims to retain and formatively prune Knox’s trees to ensure their longevity.


This item has relevance to the Council Plan under the theme of Vibrant and Sustainable Built and Natural Environments.

Asset Management

This service provides strategic direction for asset management incorporating the development of processes and systems to maintain and regularly update Council’s asset register and management system, collection of asset condition data and the development and implementation of strategic asset management plans for all asset categories.

Operations This service is responsible for the management and delivery of maintenance services and delivery of new, renewed and upgraded Council infrastructure assets.

Open Space Management

This service provides planning, design, consultation and implementation of enhanced passive open space.

8. CONCLUSION

Council has the option of a two (2) year extension for the various components of Contract No. 1789 covering the period 1 July 2014 to 30 June 2016, subject to satisfactory performance and acceptable price.



The listed contractors have provided an acceptable service for the initial contract term and are willing to continue servicing this Contract for the prices submitted.

It is believed that the prices submitted are reasonable and reflect current industry rates.

It is therefore recommended that approval of the two (2) year extension be awarded to each contractor.

9. CONFIDENTIALITY

This report is not confidential. Details of the contractors’ prices and Schedules of Rates have been provided under separate cover.

COUNCIL RESOLUTION MOVED: CR. SEYMOUR SECONDED: CR. COSSARI

That Council:

1. Lump Sum Contract – Cyclic Street Tree Pruning accept the two year extension for the lump sum tender submitted by Citywide Service Solutions Pty Ltd for Contract 1789 - Pruning of Trees & General Arboricultural Services for the provision of cyclic street tree pruning for a contract term from 1 July 2014 to 30 June 2016;

2. Schedule of Rates – Tree Pruning & Removal accept the two year extension to the Schedule of Rates tenders submitted by:

· Citywide Service Solutions Pty Ltd · Predcon Pty Ltd · R&J Stewart Travel Tower Hire Pty Ltd for Contract 1789 - Schedule of Rates Tree Pruning and Removal for a contract term from 1 July 2014 to 30 June 2016;

3. Schedule of Rates – Stump Removal accept the two year extension to the Schedule of Rates tenders submitted by:

· Adams Stump Removal · R&J Stewart Nominees Pty Ltd for Contract 1789 - Schedule of Rates Stump Removal for a contract term from 1 July 2014 to 30 June 2016;



4. Schedule of Rates – Tree Root Control accept the two year extension to the Schedule of Rates tender submitted by Just Roots Pty Ltd for Contract 1789 - Schedule of Rates Tree Root Control for a contract term from 1 July 2014 to 30 June 2016;

5. Schedule of Rates – Elm Leaf Beetle Control accept the two year extension to the Schedule of Rates tender submitted by Citywide Service Solutions Pty Ltd for Contract 1789 - Schedule of Rates Elm Leaf Beetle Control for a contract term from 1 July 2014 to 30 June 2016;

6. authorise the Chief Executive Officer to formalise the contract extension documentation;

7. authorise the Chief Executive Officer to sign and seal the completed contract extension documentation; and

8. notify the contractors accordingly. CARRIED

196 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 May 2010 APPENDIX A ALL WARDS

CONTRACT NO. 1789 - PRUNING OF TREES & GENERAL ARBORICULTURAL SERVICES

SUMMARY: Coordinator Parks (Andrew Wright)

This report considers tenders received for the provision of Pruning of Trees & General Arboricultural Services throughout the municipality. The contract contains a lump sum component for cyclic street tree pruning across 49 designated zones across the municipality and schedule of rates components for associated remedial tree maintenance works.

RECOMMENDATION

That Council

1. Lump Sum Contract – Cyclic Street Tree Pruning

accept the Lump Sum tender submitted by Citywide Service Solutions Pty Ltd for Contract 1789 - Pruning of Trees & General Arboricultural Services for the provision of cyclic street tree pruning for a contract term of four years from 1 July 2010 to 30 June 2014 with the option of a two (2) year extension at Council’s discretion;

2. Schedule of Rates – Tree Pruning & Removal

accept the Schedule of Rates tenders submitted by: · Citywide Service Solutions Pty Ltd · Predcon Pty Ltd · R&J Stewart Travel Tower Hire Pty Ltd

for Contract 1789 - Schedule of Rates Tree Pruning and Removal for a contract term of four years from 1 July 2010 to 30 June 2014 with the option of a two (2) year extension at Council’s discretion;

3. Schedule of Rates – Stump Removal

accept the Schedule of Rates tenders submitted by: · Adams Stump Removal · R&J Stewart Nominees Pty Ltd

for Contract 1789 - Schedule of Rates Stump Removal for a contract term of four years from 1 July 2010 to 30 June 2014 with the option of a two (2) year extension at Council’s discretion;

197 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 May 2010 Contract No. 1789 - Pruning of Trees & General Arboricultural

Services (cont’d)

4. Schedule of Rates – Tree Root Control

accept the Schedule of Rates tender submitted by Just Roots Pty Ltd for Contract 1789 - Schedule of Rates Stump Removal for a contract term of four years from 1 July 2010 to 30 June 2014 with the option of a two (2) year extension at Council’s discretion;

5. Schedule of Rates – Elm Leaf Beetle Control

accept the Schedule of Rates tender submitted by Citywide Service Solutions Pty Ltd for Contract 1789 - Schedule of Rates Stump Removal for a contract term of four years from 1 July 2010 to 30 June 2014 with the option of a two (2) year extension at Council’s discretion;

6. authorise the Chief Executive Officer to formalise the contract documentation;

7. authorise the Chief Executive Officer to sign and seal the completed contract documentation; and

8. notify the successful and unsuccessful tenderers accordingly.

1. INTRODUCTION

There are approximately 75,000 trees located within streetscapes and an estimated 200,000 trees located within parks and reserves across the municipality that require ongoing management. Contractors undertake the majority of the works to ensure that a high level of service can be delivered utilising their specialist skills, experience and equipment necessary to meet the needs of Council’s tree management programs.

The Cyclic Street Tree Pruning maintenance contract calls for the pruning of all Knox City Council street trees and road reserve trees from the relevant power authority’s overhead distribution lines to the standard required by the Electrical Safety (Line Clearance) Regulations 2005. In addition, general pruning to provide clearances over footpaths, driveways, roads and other service authority wires, as well as removal of dead and dying branches, sign clearance and associated remedial maintenance will also be undertaken to comply with Council’s Road Management Plan. Formative pruning will also form part of this contract to enhance juvenile street tree assets.

In order to evaluate each tender, the pruning area was divided into 49 zones and each zone further divided into three sections (A) Line Pruning, (B) General Pruning and (C) Live Line Work. This enabled the selection panel to access that the tenderer had a full understanding of the work required.


Services (cont’d)

The maintenance zones selected for the four years are shown on the attached locality plan (see Appendix A), which complies with Council’s Road Management Plan requirements, and will ensure that one half of the municipality will be pruned every year. This contract completes the whole of municipality over a two year period for two cycles.

Remedial maintenance is also undertaken on a Schedule of Rates or quotation basis for tree pruning and removal works within Council’s parkland and bushland reserves, as well as reactive maintenance, tree stump removal, Elm Leaf Beetle control and tree root control. These works are often seasonal and levels of service will vary depending on seasonal growth and circumstances such as storm events.

2. DISCUSSION

2.1 Tender Process

The contract was advertised in ‘The Age’ newspaper on 20th March, 2010 and in the ‘Knox Leader’ on 23rd March, 2010.

Thirty (30) potential tenderers obtained a copy of the tender documentation with tenders received for the lump sum cyclic street tree pruning from the following list of contractors. 1. Citywide Service Solutions Pty Ltd 2. R&J Stewart Travel Tower Hire Pty Ltd # 3. Select Solutions Pty Ltd 4. Active Tree Services Pty Ltd 5. Branching Out Arborcare Pty Ltd 6. Hydro Services Tasmania Pty Ltd

# Indicates contractor for 2008/2010 Tree Pruning Contract.

Schedule of rates tenders were also received from contractors for the remedial maintenance works consisting of:

· Tree Pruning & Removal. · Tree Stump Removal. · Tree Root Control. · Elm Leaf Beetle Control

A summary of the rates received is shown on the tabulation attached to the Confidential Summary to this report.


Services (cont’d)

2.2 Tender Evaluation

2.2.1 Initial Assessment

An overview of the tenders received, shows that there is a wide range in the prices submitted. As a result, a preliminary assessment was undertaken for all tenders on the following aspects:

· Submitted Prices (Lump Sum & Schedule of Rates) · Completion of all schedules in the tender documentation · Resources for the contract · Status of Occupational Health & Safety Policy / Manual / Documentation · Experience on similar type of works with either Council or electrical

supply companies

As a result of the initial assessment all tenderers received were considered to meet a majority of the criteria listed above. All tenders were then assessed against the evaluation criteria to ensure a thorough detailed evaluation of all submissions.

2.2.2 Detailed Assessment

A detailed, thorough assessment was undertaken on each tender submitted against the relevant aspect of the contract. The first stage of the process involved a review of all tenderers with a Tender Evaluation Panel (refer 2.2.3). Specific evaluation criteria (refer 2.2.4) was used in a detailed assessment to determine which tenderer would provide the best possible service to Council at a competitive price.

As a result of the detailed assessment against the evaluation criteria it was evident that not all of the submitted tenders had appropriately scoped the level of works associated with the contract.

Independent financial reports were obtained on prospective tenderers for the Cyclic Street Tree Pruning (Lump Sum) component of this contract. The result of these reports attached in the confidential summary.

Referee checks were also undertaken to assist determine the level of performance of the prospective tenderers and to ascertain levels of satisfaction with existing clients and to determine their ability to deliver on this contract.

2.2.3 Tender Evaluation Panel

A tender evaluation panel consisted of Kai Yap (Executive Engineer- Operations), Andrew Wright (Coordinator Parks & Gardens), Bill Coombs (Project Officer Trees – Parks & Gardens) and Dru Taylor (Arborist – Parks & Gardens). The conclusion determined when regarding the preferred contractors was supported by the full tender evaluation panel.


Services (cont’d)

2.2.4 Tender Evaluation Criteria

The tender evaluation panel selected the following criteria based on knowledge, experience and the requirements of the contract:

· Financial Benefit - 40% · Quality – 15% · Reliability – 15% · Experience – 10% · Qualifications – 10% · Equipment – 10% · Risk and OH&S – Pass/Fail

2.3 Evaluation of Tenders

Summary outcomes of the evaluation of each component of Contract 1789 are presented in the following paragraphs.

2.3.1 Cyclic Street Tree Pruning (Lump Sum)

The panel arrived at the following result when it completed the tender evaluation:

Ranking Tenderer 1 Citywide Service Solutions Pty Ltd 2 R & J Stewart Travel Tower Hire Pty Ltd 3 Select Solutions Pty Ltd 4 Active Tree Services Pty Ltd 5 Branching Out Arborcare Pty Ltd

Citywide Service Solutions Pty Ltd This company has a thorough appreciation of the scope of works required under the requirements of this contract. It is anticipated that Citywide Service Solutions Pty Ltd will give a quality performance and successfully deliver the outcomes required for this contract.

Citywide Service Solutions Pty Ltd has had substantial experience in providing contract tree maintenance services to local government. Council staff involved in the administration of this contractor has advised that the company’s performance during this period has been excellent and that the company adds much value to the contract and that the contractor has responded promptly to any requests. Feedback received was especially positive in relation to meeting legislative requirements, quality performance and service delivery.


Services (cont’d)

The contractor has fulfilled all the requirements under the Occupational Health and Safety and Work Cover requirements to date.

The company currently provides tree maintenance and other horticultural services to many metropolitan Council’s throughout Melbourne including City of Whittlesea, City of Bayside, City of Melbourne, City of Kingston and City of Stonnington. They also undertake tree maintenance at Government House, Melbourne and Sydney City Council.

Citywide Service Solutions Pty Ltd scored the highest in the evaluation process and a more detailed analysis is provided in the Confidential Summary aligned with this report.

2.3.3 Tree Pruning & Removal (Schedule of Rates)


Ranking Tenderer 1 Citywide Service Solutions Pty Ltd 2 R & J Stewart Travel Tower Hire Pty Ltd 3 Predcon Pty Ltd 4 HST 5 Active Tree Services Pty Ltd 6 Branching Out Arborcare Pty Ltd 7 Select Solutions Pty Ltd

Three tenderers are recommended to undertake tree pruning and removal works as per the submitted schedule of rates. The scope of works is considered too large for one contractor and the proposed schedule of rates contracts will give Council additional flexibility especially following storm events or adverse weather conditions.

Citywide Service Solutions Pty Ltd This company has a thorough appreciation of the scope of works required under this aspect of the contract. They are also the recommended tenderer for the cyclic street tree pruning (see above).



Services (cont’d)

R&J Stewart Travel Tower Hire Pty Ltd This company has a thorough appreciation of the scope of works required under this aspect of the contract. It is anticipated that R&J Stewart Travel Tower Hire Pty Ltd will continue to provide a quality performance and successfully deliver the outcomes required for this aspect of the contract.

R&J Stewart Travel Tower Hire Pty Ltd has had recent experience in providing contract tree maintenance services to Knox City Council. Council staff involved in the administration of this contractor has advised that the company’s performance during this period has been generally good and that the contractor has responded promptly to any requests.

The contractor has generally fulfilled all the requirements under the Occupational Health and Safety and Work Cover requirements.

R&J Stewart Travel Tower Hire Pty Ltd scored the second highest in the evaluation process and a more detailed analysis is provided in the Confidential Summary aligned with this report.

Predcon Pty Ltd This company has a thorough appreciation of the scope of works required under this aspect of the contract. It is anticipated that Predcon Pty Ltd will continue to provide a quality performance and successfully deliver the outcomes required for this aspect of the contract.

Predcon Pty Ltd has had substantial experience in providing contract tree maintenance services to Knox City Council. Council staff involved in the administration of this contractor has advised that the company’s performance during this period has been excellent and that the company adds much value to the contract and that the contractor has responded promptly to any requests.


Predcon Pty Ltd scored the third highest in the evaluation process and a more detailed analysis is provided in the Confidential Summary aligned with this report. 2.3.4 Stump Removals (Schedule of Rates)



Services (cont’d)

Ranking Tenderer

1 Adams Stump Removals 2 R&J Stewart Nominees Pty Ltd 3 HiTech 4 R&J Stewart 5 Active Tree Services Pty Ltd 6 Compass 7 Citywide Service Solutions Pty Ltd 8 Branching Out Arborcare Pty Ltd 9 Select Solutions Pty Ltd

Two tenderers are recommended to undertake tree stump removal works as per the submitted schedule of rates. The scope of works is considered too large for one contractor and the proposed schedule of rates contracts will give Council additional flexibility especially following storm events and during tree planting season.

Adams Stump Removals This company has a thorough appreciation of the scope of works required under this aspect of the contract. It is anticipated that Adams Stump Removals will provide a quality performance and successfully deliver the outcomes required for this contract.

Adams Stump Removals has limited experience in providing stump removal services to Knox City Council. Referees that are current clients involved in the administration of this contractor have advised that the company’s performance during this period has been very good and that the contractor has responded promptly to any requests.


Adams Stump Removals scored the highest in the evaluation process and a more detailed analysis is provided in the Confidential Summary aligned with this report.

R&J Stewart Nominees Pty Ltd This company has a thorough appreciation of the scope of works required under this aspect of the contract. It is anticipated that R&J Stewart Nominees Pty Ltd will continue to provide a quality performance and successfully deliver the outcomes required for this aspect of the contract.


Services (cont’d)

R&J Stewart Nominees Pty Ltd has had recent experience in providing contract tree maintenance services to Knox City Council. Council staff involved in the administration of this contractor has advised that the company’s performance during this period has been very good and that the company adds much value to the contract and that the contractor has responded promptly to any requests.


R&J Stewart Nominees Pty Ltd scored the second highest in the evaluation process and a more detailed analysis is provided in the Confidential Summary aligned with this report.

2.3.5 Tree Root Control (Schedule of Rates)


Ranking Tenderer 1 Just Roots Pty Ltd 2 Citywide Service Solutions Pty Ltd 3 Active Tree Services Pty Ltd

Just Roots Pty Ltd This company has a thorough appreciation of the scope of works required under the requirements of this contract. It is anticipated that Just Roots Pty Ltd will continue to provide a quality performance and successfully deliver the outcomes required for this contract.

Just Roots Pty Ltd has had substantial experience in providing contract tree root control services to Knox City Council. Council staff involved in the administration of this contractor has advised that the company’s performance during this period has been excellent and that the company adds much value to the contract and that the contractor has responded promptly to any requests.


Just Roots Pty Ltd scored the highest in the evaluation process and a more detailed analysis is provided in the Confidential Summary aligned with this report.

2.3.6 Elm Leaf Beetle Control



Services (cont’d)

Citywide Service Solutions Pty Ltd This company has a thorough appreciation of the scope of works required under the requirements of this contract. They are also the selected tenderer for the cyclic street tree pruning (see above).


3. CONSULTATION

Consultation has occurred with potential tenderers and stakeholders during the phases of tender preparation and advertising, and also with the current contract officer and relevant Council staff during the evaluation phase to ensure a successful tendering process was achieved.


The services under this contract provide a significant contribution to enhance the environment and visual amenity of the municipality’s road network and the surrounding environs. This contract will ensure that regulations regarding tree clearances to overhead powerlines are maintained thus ensuring a safe environment for the general community. The contractor will ensure that paths and adjacent paved areas are kept free of tree debris, both during and upon completion of each days work.


Council has made an allowance of $760,000 in the 2010/2011 draft budget for Cyclic Street Tree Pruning (lump sum) contract. This contract will allow for the completion of all works specified by Contract No. 1789 which includes the pruning of 50% of the municipality’s street trees and trees adjacent roadsides.

It is noted that there has been a general increase in costs for tree maintenance works is in excess of recognised CPI or inflation costs. The significant increase is largely based on the additional costs of working in close proximity to overhead powerlines. Legislative requirements result in the need for power suppression or power shutdown and the costs associated with these works have significantly increased.

Tree service costs and funding based on the recommended tenderer against the draft budget for 2010/11 is summarised as follows:

Financial

Year

Budget Required for Cyclic Street Tree Pruning (lump sum) contract

Draft 2010/11 Budget for Cyclic Street Tree Pruning

(lump sum) contract 2010/2011 $750,500 (excluding GST) $760,000 (excluding GST)


Services (cont’d)

Funds available from the Council’s Draft 2010/11 Operational Budget are: · Trees – Street Tree Pruning Program $760,000 Whilst the total funding identified in the draft budget 2010/11 will meet the requirements of the lump sum contract sum of the preferred tenderer, plus associated costs, there will be a budget shortfall for the schedule of rates works. These works are generally in the order of $100,000 per annum. Funding for these works in 2010/11 will be sourced from: · Trees – Maintenance – Reactive Tree Work $100,000 Council will need to consider the budget provision for programmed and reactive tree works in future budgets to address any shortfall to ensure Council can meet its legislative requirements as identified in the Electricity Safety (electric line clearance) Regulations 2005 and the Road Management Act.


The services under this contract will ensure Council maintain and enhance the amenity and safety of its vegetative assets throughout the municipality, benefiting residents and the broader community.

7. RELEVANCE TO COUNCIL PLAN

This item has relevance to Council’s 2006 – 2010 Community and Council Plan under the Key Result Area of

“Sound Stewardship – Sustainable Asset Management”.

“Vibrant Connected Communities – Sustainable Natural Environment”

– “Quality Urban Development”

It supports the objective of Council’s Road Management Plan, for the benefit of the Knox community.

8. CONCLUSION

Following the tender evaluation process, the following tenderers were considered to have achieved the highest evaluation rating to deliver Contract 1789 – Pruning of Trees & General Arboricultural Services


Services (cont’d)

Type of Works Selected Tenderer

Cyclic Street Tree Pruning Program

Citywide Service Solutions Pty Ltd

Tree Pruning & Removal Citywide Service Solutions Pty Ltd Predcon Pty Ltd R&J Stewart Travel Tower Hire Pty Ltd

Tree Stump Removal Adams Stump Removals R&J Stewart Nominees Pty Ltd

Elm Leaf Beetle Control Citywide Service Solutions Pty Ltd Tree Root Control Just Roots Pty Ltd

Each company selected has performed well with high quality workmanship in recent years and adequately fulfils all the requirements of the tender documentation, including the risk management and OH&S processes.

9. CONFIDENTIALITY

A confidential summary relating to the capacity of the tenderers to undertake all sections of the tender document is circulated separately to this report.

Report Prepared By: Coordinator Parks – (Andrew Wright)

Report Authorised By: Director – Engineering & Infrastructure

(Ian Bell)

208 COUNCIL – ENGINEERING & INFRASTRUCTURE 25 May 2010 Locality Plan APPENDIX A

209 COUNCIL – COMMUNITY SERVICES 25 February 2014 ALL WARDS

9.1 PRESCHOOL POLICY AND PROCEDURE - REVISIONS IN 2014

SUMMARY: Manager Family and Children’s Services (Janine Brown)

In September 2012, the first Preschool Policy and Procedure was endorsed by Council. This policy is due to sunset in August 2016. The development of the Preschool Policy and Procedure was in response to a number of current and future issues relating to the administration of Council’s State-funded 4 year old preschool services which includes changes resulting from the National Early Years Reform Agenda, and the requirement for a Priority of Access system and process in response to Human Rights Legislation. Key features of the policy relate to: · Priority of Access; · Central Enrolment; · Preschool Group Sizes; · Service and Group Viability; and · Partnerships.

It has been identified that refinement to the Preschool Policy and Procedure (2012) is required to strengthen and fully support the practical application of the Policy and Procedure, and the administration of Knox Council’s Preschool Services for 2014 and beyond. A revised draft Preschool Policy and Procedure (2014) is provided in Attachment 1.

RECOMMENDATION

That Council:

1. Adopt the revised draft Preschool Policy and Procedure as outlined in Attachment 1 of this report; and

2. Note the proposed Implementation Plan for the Preschool Policy in Attachment 2, which includes community information and engagement activities to transition to the revised enrolment processes in time for the start of the 2015 preschool year.

1. INTRODUCTION

Knox City Council delivers a large number of early years services on behalf of the local community including centre based and home based early childhood education and care, state funded preschool, early childhood intervention, community and supported playgroups, and maternal and child health services.

210 COUNCIL – COMMUNITY SERVICES 25 February 2014 9.1 Preschool Policy and Procedure – Revisions in 2014 (cont’d)

Council is a Kindergarten Cluster Manager for 30 preschools across the municipality in 2014, delivering funded preschool programs for eligible children.

In September 2012, the first Preschool Policy and Procedure were endorsed by Council. The Policy and Procedure will be fully effective for children allocated to Council’s Preschool Services from the 2015 preschool year onwards. This policy is due to sunset in August 2016.

The development of the Preschool Policy and Procedure was in response to a number of current and potential future issues relating to the administration of Council’s State-funded preschool services. The areas covered within the 2012 policy were as a result of changes from the National Early Years Reform Agenda, and the requirement for a Priority of Access system and process was in response to Human Rights Legislation. The key areas covered in the Preschool Policy and Procedure are:

· Priority of Access; · Central Enrolment; · Preschool Group Sizes; · Service and Group Viability; and · Partnerships.

Since this time, it has been identified that refinement to the Preschool Policy and Procedure (2012) is required to strengthen and fully support their practical application, and the administration of Knox Council’s Preschool Services. A revised draft Preschool Policy and Procedure (2014) is provided in Attachment 1.

2. DISCUSSION

The purpose of the revised draft Knox Preschool Policy and Procedure will remain, to guide and direct the operations of Knox Council’s Preschool Services in its role as Kindergarten Cluster Manager in the context of evidence-based practice, community choice, policy, legislative and funding for preschool services reflective of State and Commonwealth government policy reforms.

Background

2.1 Development of Priority of Access

There is extensive research which demonstrates that children from lower socio-economic backgrounds experience a significant benefit from preschool education and in fact, receive a proportionally greater benefit compared with those from higher socio-economic backgrounds (Lehrer, 2012). The research also suggests that children from vulnerable families significantly underuse early years services, including preschool (Brotherhood of St Laurence, 2005).


Council’s previous Central Enrolment System allocated places based on the date of application for enrolment, allowing families to enrol their children from birth. This system has now been assessed by the Human Rights Legislation to discriminate based on age, and against new residents. The system also unintentionally advantaged families who are most skilled in navigating the preschool service system, and disadvantages those who are vulnerable.

The Preschool Policy and Procedure aims to increase the overall number of vulnerable children accessing Knox Preschool Services. This approach reflects Council’s overarching vision for early year’s education and care in Knox as laid out in the Municipal Early Years Plan 2011-2015, in addition to Commonwealth and State Government’s policy positions relating to vulnerable families.

Key elements of the policy related to Priority of Access are a system which allocates points to preschool applications based on defined criteria, with a requirement for families applying for a preschool place to provide some evidence that they meet the criteria they are applying under. This includes:

· Prioritising access based on locality (including children deferring their enrolment and residents working or studying in Knox);

· Clear process of Priority of Access and timeline for families who seek a second year of funded preschool for their child;

· Clear process of Priority of Access and timeline for families who have more than one child attending the same year of funded preschool; and

· Additional points allocated to vulnerable children.

2.2 Determination of Preschool Group Sizes and Preschool Viability for Each Location

Council will be using a ‘mixed model’ approach to allocation of places and subsequent maximum group sizes for preschool services post 2016. This would involve an annual analysis of where demand for enrolments is most likely to be the highest to allocate maximum group sizes and associated staffing to these areas. All other areas, where overall demand is lower, groups would be capped to a maximum of 22 children to maximise viability and minimise increased staff costs at those facilities.

As outlined in the approved Preschool Policy and Procedure, maximum group size at any Knox Council Preschool service location will be the same as the maximum licenced capacity at that location unless otherwise determined by the Manager, Family and Children’s Services (or delegated authority). Decisions outside this approach will be based on demand for preschool places, staff availability to deliver services to larger group sizes or particular needs of the children enrolled that might warrant consideration of a smaller group size for that year.


In the same light, the Preschool Operational Policy and Enrolment Scoring Matrix (Attachment 1a) will continue to be utilised to determine whether there are sufficient enrolments at any one service to open for that preschool year. This process will enable a consistent application of criteria that will result in the proposed Annual Service Plan being established.

2.3 Priority Access for 4 Year Old Preschool to Licensed Playrooms

In order to ensure that children who are enrolled in Council’s funded 4 year old preschool services have the maximum potential to access a Council preschool place in the year they are eligible, the Preschool Policy and Procedure continues to implement Council’s resolution from 27 April 2010 to:

· Recognise and uphold the custom and practice of providing priority of access to existing licensed facilities for 4 year old funded preschool programs, in order to maximise current and potential 4 year old preschool enrolments now and into the future; and

· Recognise and uphold Council’s custom and practice that priority of access is provided to playgroups in existing un-licensed Council facilities. However, where the increased enrolment demands for 4 year old preschool in a local community exceeds the current capacity of licensed places, and Council chooses to create additional licensed place space to meet this demand, it is recognised that unlicensed space may need to be upgraded to licensed space as the most efficient use of Council’s resources. Where this occurs, Council will work to ensure that an early year’s service is relocated to a suitable facility.

2.4 Partnerships

The Preschool Policy and Procedure includes a process for consideration where Council may choose to engage in partnerships with other organisations and services, and supports Council to deliver preschool services consistent with Council’s Kindergarten Cluster Management roles and legislative responsibilities.

2.5 Proposed Changes for Consideration and Feedback

Key elements of this revised draft Preschool Policy and Procedure which would continue from the version approved in 2012 include:

· A family can enrol at any time. There will be a cut off date for enrolments to begin the process of sorting and allocating preschool places for the following preschool year;

· Each enrolment will be placed in a ‘pool’ of children eligible for their preschool year. Children will be allocated their preschool place based on the Priority of Access point system as outlined in the Preschool Policy;

· A process for receiving and processing late applications;

· A process for resolving situations where applicants receive the same number of points under the Priority of Access component of the Policy;


· The role of Enrolment Secretary has been altered to assisting Council with enrolments for children enrolled to attend from April to December of a current preschool year; and

· The Preschool Procedure includes a process for managing the Preschool Waiting List.

The implementation of a new software program (KEYS Online) to administer the Preschool Policy and Procedure, and further analysis about operational impacts of the introduction of change to child: staff ratios have required some revision and modification to the current Preschool Policy and Procedure. Key revisions include:

· The role of Volunteer Preschool Committee Enrolment Secretaries will not be required to allocate children to preschool groups as KEYS Online will administer this. Some transitional arrangements will be put in place as KEYS Online becomes fully functional over the next 12 months.

· The addition of a timeline for families who wish to nominate as vulnerable to ensure the required documentation is provided;

· A requirement to include specific mention of children enrolled in or waiting for, early childhood intervention services as part of the Priority One category.

· An identified need to ensure the process of access to and prioritisation for second year preschool children is clearer for the community. Children who have already accessed one year of funded preschool will not be prioritised over a child who is enrolled for their first year of preschool.

Data provided by the State Government indicates that the rate of access to a second year of preschool in Knox is one of the highest in the state and this is not expected to change in the near future. This trend, combined with the changes to child: staff ratios in 2016 and potential impact on group sizes, may increase demand on preschool places across the municipality.

Implementation Approach

The revised draft Preschool Policy and Procedure will be administered through the new software program titled Knox Early Years Services Online (KEYS Online). This new software program is a component of a larger project to implement an integrated software platform which includes a family web portal and online payment capability, as well as the capacity to upgrade other key operational software programs across Family & Children’s Services.

A comprehensive communication process is planned to inform currently enrolled families of transition arrangements to the new Central Enrolment System through KEYS Online and Priority of Access for the commencement of the 2015 Central Enrolment process which commences in May 2014.


An implementation plan sets out in detail the range of actions Council would undertake in regards to transitioning to the revised Preschool Policy and Procedure (Attachment 3). Particular focus is required in relation to the families’ understanding of the new Priority of Access and the KEYS Online enrolment process.

The Implementation Plan will be reviewed after 12 months to ensure that KEYS Online is as accessible as possible to all families wanting to enrol their child/children at a Knox Council preschool service.

3. CONSULTATION

The implementation of the revised draft Preschool Policy and Procedure in 2014 will require communication and engagement with the community to explain the changes and the evidence underpinning them in addition to engagement with vulnerable families to encourage and support them to access and utilise the KEYS Online Central Enrolment process.

The Knox Preschool Policy Implementation Plan (Attachment 2) sets out the range of communication and engagement measures Council would undertake to implement the revised draft Preschool Policy and Procedure if adopted.

Consultation and communication with stakeholders has been critical in the development of the Preschool Policy and the Procedure that was endorsed in 2012. Council Officers undertook a range of consultations including on-line and paper-based surveys as well as consultation and focus groups. These activities involved:

· The City of Knox general community;

· Volunteer Preschool Committees;

· Early Years Practitioners and Service Providers in the Knox community; and

· Council’s preschool teachers and assistant educators.

As part of this project, interviews and discussions have also been undertaken with other local government children’s services staff at Monash, Hume, Wyndham, Casey, Moreland, Yarra City, Moonee Valley and Darebin Councils to identify the advantages and disadvantages of diverse approaches to the aspects of the Preschool Policy and Procedures that refer to Priority of Access and Central Enrolment Systems.



The new Knox Early Years Services Online system (KEYS Online) will significantly improve the way families interact with Council’s early years services by creating new user friendly ‘one stop’ approach to early years provision. Families will be able to enrol for multiple services online, pay fees and check their balances in real time. Staff will be able to access current information on children and families across different services rather than siloed systems. The first stage of this new system is Preschool Central Enrolment and the Web Portal for families.


Council’s endorsed budget for 2013-14 includes a total net cost to Council of $199,034 for the Preschool Program which is 3.54% of the total operating budget for the provision of preschool services to children attending in the last half of the 2013 calendar year and the first half of the 2014 calendar year. The 2013-14 budget was set on a projected enrolment number of 1370.

Resources to support communication and engagement with families already enrolled or intending to enrol in Council’s preschool services under the new Preschool Policy and Procedure will be supported within current budget allocations. As part of the endorsed 2013-14 budget, purchase, installation and testing of a new Central Enrolment process as part of the KEYS Online occurred (July 2013-March 2014). It is expected that all existing enrolments for the 2015 preschool year and onwards will be transferred and processed in the new system from March 2014 onwards.


The period from birth to eight is a critical period of a child’s life. It is the time when children acquire essential foundation skills and knowledge and when brain development is at its optimal level. There is broad range of research supporting the benefits of investment in early childhood education. Research into dynamic skills formation has established that early childhood interventions that support cognitive and non cognitive skills development place children in a much better position for success in future life (Cunha et al, 2006).

It is recognised that increased access to quality early childhood programs impacts upon:

· Improving children’s learning, health and behaviour with positive impacts extending into adult life;

· Enabling children and families to access a high quality developmental program which supports families to shape opportunities for learning and development;


· Supporting successful transition to formal schooling; and

· Supporting planning for integrated service systems.


The City Plan objectives for the future City of Knox are:

Theme 1 Healthy, Connected Communities 1.1 The Knox community benefits from good health and wellbeing at all life stages 1.2 A safe community with strong community connections and where

learning and volunteering are valued and supported

Preschool Policy and Procedure – Revisions in 2014 (cont’d)

Theme 5 Democratic and Engaged Communities 1.1 Improve community leadership and participation in Knox 1.2 Increase opportunities for the Knox community to participate in public decision-making processes 1.3 Ensure Council is well governed and demonstrates effective leadership

Knox City Council’s Municipal Early Years Plan ‘Off to a Flying Start’ sits within a hierarchy of Council’s strategic plans for the Knox community and directly relates to the outcomes ascribed in the, Council Plan and Council’s Health and Wellbeing Strategy.

Knox’s vision for children and families outlined in the MEYP is that:

· Knox Children: Are enjoying a fun, happy, safe childhood where they are loved, supported and nurtured. They are engaged towards optimal health, wellbeing, and are active participants in their own learning, development and community.

· Childhood in Knox: Is an important and recognised stage of life, where children play and explore and are part of neighbourhoods, as their learning is supported by their family, friends and wider community.

· Knox Families: Are richly diverse, and their role as their child’s first and most important teachers is acknowledged and valued. They are supported, encouraged, connected, informed and empowered to be nurturing, confident and thriving families.


8. CONCLUSION

It has been identified that refinement to Council’s Preschool Policy and Procedure (2012) is required to strengthen and fully support the practical application of the Policy and Procedure, and the administration of Knox Council’s Preschool Services for 2014 and beyond.

The new Preschool Policy includes key service delivery issues as follows:

· Priority of Access;

· Central Enrolment;

· Preschool Group Sizes;

· Priority Access to Licensed Playrooms;

· Service and Group Viability; and

· Partnerships.

The revised draft Preschool Policy and Procedure take into consideration feedback from the community, preschool staff and members of volunteer preschool committees obtained through surveys and consultation workshops. This report is also informed by current research, legislation and policy platforms of other levels of government, and benchmarking with other local governments in Victoria.

The Implementation Plan for the revised draft Preschool Policy and Procedure sets out the actions Council will undertake to implement the Policy in a timely way in order to continue the provision of preschool services to the Knox community. In particular, critical timelines will need to be adhered to in order to be able to process enrolments via an updated Central Enrolment IT program and process for the 2015 preschool year. The Implementation Plan will be reviewed after 12 months to ensure that KEYS Online is as accessible as possible to all families enrolling their child/children at a Knox Council preschool service.

9. CONFIDENTIALITY

There are no confidential matters associated with this Report.


COUNCIL RESOLUTION MOVED: CR. SEYMOUR SECONDED: CR. GILL

That Council:

1. Adopt the revised draft Preschool Policy and Procedure as outlined in Attachment 1 of this report; and

2. Note the proposed Implementation Plan for the Preschool Policy in Attachment 2, which includes community information and engagement activities to transition to the revised enrolment processes in time for the start of the 2015 preschool year.

CARRIED

219 Attachment 1

KNOX POLICY

PRESCHOOL POLICY 2014

Policy Number:

Directorate:

Approval by:

Council Responsible Officer:

Manager – Family & Children’s Services

Approval Date:

Version Number:

1

Review Date:

February 2017

1. PURPOSE The purpose of the Knox Preschool Policy is to guide and direct the operations of Knox Council’s Preschool Services in its role as Kindergarten Cluster Manager in the context of evidence-based practice, community choice, policy, legislation and funding for preschool services including State and Commonwealth government policy reforms.

2. CONTEXT In its role as a Kindergarten Cluster Manager and as one of the largest 4 year old preschool service providers in the Knox community, Council delivers a high quality preschool service which features a central enrolment process, employment and management of staff, maintenance and renewal of early years facilities and training and ongoing support for volunteer preschool committee partners. 2.1 Broader Roles of Council in the Early Years Knox Council plays a number of varied roles in relation to early years services in the Knox community. These roles include: · Direct Service Delivery and Community Infrastructure of a variety of early

years services, and fit-for-purpose infrastructure. · Advocacy on behalf of, and with, the community with other levels of

government and other organisations. · Research and Planning for services and facilities to meet community needs

and service gaps, including planning for the significant changes occurring in the early years sector.

· Community Capacity Building including direct investment in early years services and staff, support of volunteer committees and families, and funding and services partnerships with other levels of government.

· Governance and Stewardship in relation to the funding, development, support and monitoring of services and facilities, staff and volunteer committees, physical assets, and funding and service partnerships.

220 Attachment 1

· Regulatory controls ensuring compliance with quality and regulatory requirements for early years services, including facilities, and program characteristics.

2.2 Municipal Early Years Plan 2011-15 (MEYP) Guides our Approach The guiding principles for the Knox Preschool Policy are based around the Strategic Priority Areas outlined in the Knox City Council MEYP Off to a Flying Start. These are: · An all-of-community approach to raising children; · Children as citizens; · Access to quality services, facilities and places; · Vulnerable children and families; and · Partnerships.

2.3 The Role of Legislative and Quality Frameworks January 2012 saw the introduction of the National Quality Framework (NQF) for Early Childhood Education and Care Services, a significant national reform initiative of the Council of Australian Governments (COAG). The NQF aims to raise quality and drive continuous improvement and consistency in early childhood education and care (ECEC) services across Australia through the Education and Care Services National Law Act (2010) and Regulations (2011). Council’s licensed children’s services are required to operate under this legislative and quality framework. Four-year-old preschool services are included in this requirement. 2.4 We work in Partnership with Others · Volunteer Preschool Committees: Council has a long-standing and highly

valued partnership with volunteer preschool committees in the delivery of 4 year old preschool services to the Knox community. Council places great value on the work done by volunteer preschool committees. At the same time it is recognised that the relationship between Council and volunteer preschool committees will evolve over time as the circumstances for service change. Council therefore commits to regularly review and reshape its relationship with volunteer preschool committees in order to support the best outcomes for children and to support the provision of quality preschool services. Council also recognises the importance of, and opportunities to, build the capacity of volunteer preschool families as community leaders, and to respond to community expectations, roles and responsibilities in the light of the changing early years service environment.

· Other early years services: in addition to preschool services, Council operates or has links with a broad range of other early years and specialist services including Centre-based long day and occasional ECEC, Family Day Care, Maternal and Child Health Services, Playgroups, Early Childhood Intervention Services, Preschool Field Officer Service, 3-year-old preschool services and local Primary Schools.

· The Victorian Government: the Victorian Government’s policy platform with regards to early childhood education is detailed in ‘The Victorian Blueprint for Education and Early Childhood Development’, which outlines an integrated reform agenda to improve performance and promote excellence across Victoria’s schools and early childhood services. The role of the

221 Attachment 1

Victorian Government in the early childhood sector is underpinned by the following regular funding commitments:

o A per capita grant for each eligible child for services offering 4 year

old kindergarten (preschool) with a minimum of 20 enrolments; and o An indexed kindergarten fee subsidy paid per term to funded services

offering a kindergarten program, for each child who meets the Victorian Government’s eligibility criteria.

In addition, the Victorian Government also provides:

o Annual Kindergarten Cluster Management funding grants for cluster managers operating a set number of multiple licensed preschool services, paid monthly and calculated on the basis of the number of licensed services operated and a grant to supplement the salary costs of teacher educators who have attained higher salary classifications.

· The Commonwealth Government: has set out a plan to make early years a national priority, involving a range of reforms to early childhood education and care, and a greater focus on early childhood development. Key aspects of this plan related to kindergarten (preschool) include:

o Universal Access to preschool (15 hours commencing 2013); o National Quality Standards; o A National Quality Ratings System; o Education and Care Services National Law 2010; o Education and Care Services National Regulations 2011; and o Early Years Learning Framework.

3. SCOPE

This policy applies to Council delivered funded preschool programs for 4 year old children in the year before they enter school for which Council receives in partnership funding from the State Government and in addition families’ preschool fees. The policy provides a clear direction regarding priority of access to preschool services and facilities and the number of Council funded preschool places to be allocated within each preschool group in any given year, taking into account the individual needs of each preschool service location, and the Knox community. It provides Council and partner organisations with a set of principles that guide Council’s interaction with the wide range of service and community partners in the delivery of preschool services.

4. REFERENCES

4.1 Council Plan · Democratic and Engaged Communities Strategy: A City with a Council that operates in an efficient and effective manner, applies contemporary practices, has processes that are transparent and accountable, and exercises sound financial management. Objective 5.3: Ensure Council is well governed and demonstrates effective leadership.

222 Attachment 1

4.2 Relevant Legislation · Education and Care Services National Law 2010; · Education and Care Services National Regulations 2011; · Child Wellbeing and Safety Act 2005; · Disability Discrimination Act 1992; · Disability Services Act 2006; · Occupational Health and Safety Act 2004; and · Occupational Health and Safety Regulations 2007.

4.3 Relevant Policy and Data Sources · National Quality Framework for Early Childhood Education; · National Partnership for Early Childhood Education; · National Partnership for Indigenous Early Childhood Development; · National Partnership Agreement on the National Quality Agenda for

Early Childhood Education and Care; · Victorian Kindergarten Cluster Management Policy Framework; · Victorian Kindergarten Policy, Procedures and Funding Criteria; · Victorian Blueprint for Education and Early Childhood Development

2008; · Victorian State – Local Government Agreement; · Knox City Council Municipal Early Years Plan 2011-15; · Knox City Council BBB Project Interim Report and Evaluation Report

– Stage1; · Australian Early Development Index; and · Department of Education and Early Childhood Development Funding

and Service Agreement. · Victorian Early Years Learning and Development Framework; · National Quality Framework; · National Early Years Learning Framework; · National Quality Standards for Early Childhood; and · Victorian Department of Education and Early Childhood Development

Funding and Service Agreements and Program Standards.

4.4 Charter of Human Rights · This policy has been assessed against and complies with the Charter

of Human Rights. 4.5 Related Council Policies

· Preschool Procedure 2014 · Municipal Early Years Plan 2011-2015; · Knox Community Health and Wellbeing Strategy 2013-17.

223 Attachment 1

5. DEFINITIONS

Detail any definitions within the policy.

ACECQA

Australian Children’s Education and Care Quality Authority (ACECQA) is an independent statutory authority who provides national leadership in promoting quality and continuous improvement in early childhood education and care and school age care in Australia.

Ballot Is a process of random selection to determine which applicants are granted a first preference place in a Knox preschool service location in situations where there are a greater number of first preference applications which have been allocated the same number of points under the Priority of Access Procedure than there are places available in the preschool service location.

Council Means Knox City Council, whether constituted before or after the commencement of this Policy.

Council of Australian Governments (COAG)

COAG is the peak intergovernmental forum in Australia comprising the Prime Minister, State Premiers, Territory Chief Ministers and the President of the Australian Local Government Association (ALGA).

Deferral Means an application where an Official Offer is issued for a place in a Knox preschool service location or where Preschool Program Support Officers have been informed by parents/guardians of the child that they have decided to defer the commencement of preschool until the following year.

Definition of Vulnerability

The definition of vulnerability applies to those who nominate or are otherwise identified as vulnerable through criteria set out by the Victorian State Government- in many cases this will mean that the family/child will hold a Healthcare Card, a Pensioner Concession Card or a designated Visa, and/or written referral and recommendation from a health or welfare professional.

Department of Education and Early Childhood Development (DEECD)

The State Government department responsible for funding, licensing and regulation of licensed children’s services in Victoria.

224 Attachment 1

Early Years Services / Early Childhood Education and Care Services

Services provided for children from age 0-6 years and their families.

Eligible Children

Children who are eligible for a funded year of four year old preschool, whose parent/guardian have nominated a Knox City Council preschool for their child’s preschool service.

Enrolment Preschool enrolment applications are accepted from birth of a child and ongoing whilst the child is eligible for a funded preschool place.

Exemption Is a waiver granted to a preschool service location to operate a preschool group of a smaller size than its maximum licence capacity.

First Preference Assessment

Is the process by which Council officers assess the first preference applications for places in Knox preschool service locations, applying the Priority of Access and Service and Group Viability Procedures.

First Round Offer

Is the process by which an Official Offer is issued to those who have applied for a place in a Knox preschool service location and after the Priority of Access Policy has been applied a First Round Offer of a preschool place is able to be made.

Funded Preschool service

Means any funded 4-year-old preschool service provided by Knox City Council, before or after the commencement of this policy, unless otherwise stated.

Integrated Services

Bringing together services for improved service provision in arrangements that include co-location and local area collaboration.

Kindergarten Cluster Management

A model that groups individual preschools under one single body responsible for the management of the preschools, including employment of staff.

Official Offer Is a formal offer issued by Council offering an applicant a place in a Knox preschool service location.

Licence Capacity

Is the maximum number of children a preschool service location is permitted and licensed by DEECD to have on premises, as part of a preschool group at any one time.

May Update

For all eligible enrolment applications made prior to 30 April for preschool attendance in the following calendar year, families will be contacted and asked if they have any changes they would like to make to their original application or do they still require the application to proceed and to submit the evidence as required by this Policy . This is known as the ‘May Update’.

225 Attachment 1

National Quality Framework (NQF)

Is the framework used to assess the quality of preschool and other early childhood services against seven Quality Areas of the National Quality Standards and the National Act and Regulations.

Partner organisation

Means any organisation with which Council has entered into partnership.

Preschool Is also referred to in Victoria (frequently by State Government documentation) as Kindergarten.

Preschool Service and Group Viability Matrix

Used to allocate points to determine which Knox City Council preschool centres operate, defer or close in any given year in consultation with the Ward Councillor, preschool committee and local community. The Matrix identifies a set of assessment criteria based on projected utilisation, demand and first preferences from families, available funding (including Council contribution), demographics, location of service, level of local committee support, access to public transport and exceptional circumstances such as proximity of other suitable early childhood services. This Matrix may be reviewed from time to time to reflect local community priorities and service and funding requirements with other levels of government.

Volunteer Preschool Committee

Are elected committees (most often of parents/guardians of children attending a Knox preschool service) who have a range of responsibilities in the support of the preschool.

Vulnerability Criteria

Applies to those who self nominate or are otherwise identified as vulnerable through the definition and process set out in the Preschool Policy.

Waiting List Is the list of applicants to Knox preschool services who have: a. Not been offered a place at their chosen preschool

service location and who have chosen to wait for a place at that location rather than accept a place at another preschool service location.

b. Not been offered a place at any Knox preschool service location and who have chosen to wait for a place in any Knox preschool service rather than go elsewhere.

6. COUNCIL POLICY

In the delivery of four year old preschool services to Knox children and families, Council will endeavour at all times to provide a service that is:

· Inclusive: able to provide for all children regardless of their abilities, backgrounds and needs;

· Accessible: easy to reach, supportive of all participants, embracing of diversity, promoting acceptance, aware of people’s different needs and responsive to the inequalities in people’s control over resources;

226 Attachment 1

· Integrated: well connected with other early years and community services understanding that the responsibility for positive outcomes for those who have difficulty participating fully is a shared one;

· Strength based: focused on strengths of families and children; · Collaborative: providing opportunities to develop relationships with, and

between families, communities and other service providers; · Building Capacity: maximising potential to build capacity within families,

individuals and organisations to enhance participation in preschool for all; · Sustainable: implementing actions which are sustainable for all in terms of

environmental, social and economic sustainability; and · Compliant with Relevant Mandatory Legislation, Quality Standards and

Funding Agreements: Council’s commitment to the provision of compliant quality, sustainable services that impact positively on the future of children and families.

In providing four-year-old preschool services the following parameters will apply:

· Eligible Children: Children who are eligible for a funded four-year-old preschool place will be assessed in accordance with the State Government’s Funding and Service Agreement which Knox City Council has with the State of Victoria.

· Priority of Access: Council will ensure that Council managed preschool services are accessible to Knox residents, reflect Priority of Access Guidelines and State Government funding requirements, and reflect the needs and expectations of the Knox community, including those identified as vulnerable.

· Places: the number of preschool places to be available within each preschool group across the municipality in any given year will be determined by Council based on matters such as licensed children’s places, available staffing to operate the service and demand for the service in particular communities.

6.1 PRIORITY OF ACCESS

The Priority of Access assessment process determines which applicants are granted a first preference place in a specific preschool service location. Where the number of applicants exceeds the number of available places a ballot will occur with applications that have the same number of points under the Priority of Access Procedure. The ballot will determine which applicants are granted a first preference place in the preschool service location. Applicants who are not offered a place in the preschool service location listed as their first preference, may be offered a place at their second, third, fourth or fifth preferred preschool service location. This process is undertaken as part of the 2nd round of preschool offers and is also determined by the Priority of Access system. A transition process has been established to move to the revised Priority of Access process outlined in this Policy. Children who are enrolled for the 2015 preschool year and beyond will have points allocated from a single category in the Priority of Access Category table below. Application of multiple categories/cumulative points will not apply, other than the additional points allocated under the Vulnerability Criteria.

227 Attachment 1

Priority of Access Categories

The Preschool Procedure outlines how the following aspect of the Policy will be implemented:

· Vulnerability: In 2004, the Victorian Government provided a definition of vulnerable families through its ‘Breaking Cycles, Building Futures’ program. It states, “children and/or families may be experiencing vulnerability if they are from:

· families with low income, · young parent families, · sole parent families, · Indigenous families, · families from certain culturally or linguistically diverse communities, · families experiencing unstable housing or homelessness, · families experiencing domestic violence,

Priority One: 120 points

a. Eligible children who are Knox residents whose parents/guardians have deferred their current enrolment from their eligible preschool funded year until the commencement of the following preschool year. b. Eligible children who are Knox residents who are enrolled for Early Childhood Intervention Service /or on Wait List for Central Intake for Early Childhood Intervention Service.

Priority Two: 80 points

Eligible children who are Knox residents, whose parents/guardians have enrolled them in a Knox City Council preschool service and the child has attended either a Knox municipality Maternal and Child Health, Playgroup or 3 year old preschool or activity group service prior to the relevant preschool year of enrolment.

Priority Three: 70 points

Eligible children who are Knox residents, whose parents/guardians have enrolled them in a Knox City Council preschool service.

Priority Four 40 points

Eligible children who are non-Knox residents, whose family or carer works or studies in Knox.

Priority Five:

35 points

a. Eligible children who are non-Knox residents, and whose siblings have attended a Knox City Council managed preschool service in the past 3 years.

b. Eligible children who are non-Knox residents, whose family accessed either a Knox municipality Maternal and Child Health, Playgroup or 3 year old preschool or activity group service prior to the relevant preschool year of enrolment.

Priority Six: 30 points

All other eligible children who are non-Knox residents will be allocated in the order of closest to furthest residential proximity to the preschool service location.

228 Attachment 1

· families with parents with a disability, problematic substance use or mental health problem and

· families who have been in contact with child protection services”. Whilst this is a comprehensive description of what is likely to constitute a ‘vulnerable family’, there may be other circumstances which are not described in this statement. The Preschool Policy requires families to provide evidence of vulnerability. This may include:

a. Confirmation or referral letter from the Family Assistance Office of the Department of Human Services or other support agency; and

b. Families with a Healthcare Card, Pensioner Concession Card, Temporary Protection/Humanitarian/Refugee/Bridging Visas (as outlined in the Victorian Kindergarten Guide, 2013- Eligible cards will be defined by the State Government and are therefore subject to change);

c. Written referral and recommendation from a health or welfare professional.

For those families who are identified as vulnerable, an additional 30 points will be added to the appropriate category score.

· Multiple birth children or siblings: Multiple birth children or siblings applying for their first and same year of preschool attendance at the same nominated preschool service will be awarded equal points as any one of these siblings who are eligible for a higher point’s category.

If a ballot is required at the nominated preschool service for siblings to attend then when the first sibling is selected from the ballot for the nominated service the other siblings are immediately eligible for the same nominated service.

· Second year funded children: DEECD provides funding to support children to access a preschool program in the year before they begin school. When considering whether a second year of funded preschool will benefit a child, the early childhood teacher and parent/guardian must ensure the child meets the eligibility criteria for a second year of funded preschool. Providing the eligibility criteria is met, and with parent/guardian agreement, a Declaration of Eligibility for a Second Year Funded Kindergarten (DEECD process) is required to be completed and submitted by the last week of Term Three by the teacher. When a Declaration of Eligibility for a Second Year Funded Kindergarten has been submitted to DEECD, the nominated second year child/ren will have the Priority of Access points-based methodology for enrolment in a Knox Council managed preschool service applied to access a preschool service for the following year from the 3rd round of preschool offers (October of each year). 6.2 CENTRAL ENROLMENT Council’s Central Enrolment process will meet Human Rights requirements, as outlined in the process by which families enrol their children in a Knox Preschool Service.

229 Attachment 1 Families with children who are eligible for four-year-old preschool in the City of Knox and turning four by April 30 the following year are able to enrol their child in a Knox preschool. Where possible, families will be allocated to the Knox preschool of their choice. The Preschool Procedure outlines how this aspect of the Policy will be implemented. 6.3 PRESCHOOL SERVICE AND GROUP VIABILITY A Preschool Service and Group Viability Matrix will be used to allocate points to determine which Knox City Council preschool centres operate, defer or close in any given year in consultation with the Ward Councillor, preschool committee and local community. The Matrix identifies a set of assessment criteria based on projected utilisation, demand and first preferences from families, available funding (including Council contribution), demographics, location of service, level of local committee support, access to public transport and exceptional circumstances such as proximity of other suitable early childhood services. This Matrix may be reviewed from time to time to reflect local community priorities and service and funding requirements with other levels of government. The Preschool Service and Group Viability Procedure Matrix is applied by 30 June each year. This incorporates conducting an assessment of preschools at this time using the Matrix in addition to developing an Annual Service Plan. A rating of 19 points or less through the application of the Preschool Service and Group Viability Matrix, after the third year of deferment, will lead to the closing of the preschool service for the delivery of 4 year old preschool. However, this will only occur after consultation with the Ward Councillor, preschool committee and local community and does not preclude the early years facility being utilised for the delivery of other early years services to that local community. 6.4 PRESCHOOL GROUP SIZE

The maximum group size at any Knox Council Preschool service location will be the same as the maximum licensed capacity at that location unless otherwise determined by the Manager, Family and Children’s Services (or delegated authority). Decisions outside this approach will be based on demand for preschool places, staff availability to deliver services to larger group sizes or particular needs of the children enrolled that might warrant consideration of a smaller group size for that year.

230 Attachment 1 6.5 PRIORITY ACCESS TO LICENSED PLAYROOMS It is Council policy to:

· Provide priority of access to existing licensed facilities for 4 year old funded preschool programs, in order to maximise current and potential 4 year old preschool enrolments now and into the future; and

· Priority of access to playgroups in existing un-licensed Council facilities. However, where the increased enrolment demands for 4 year old preschool in a local community exceeds the current capacity of licensed places, and Council chooses to create additional licensed place space to meet this demand, it is recognised that unlicensed space may need to be upgraded to licensed space as the most efficient use of Council’s resources. Where this occurs, Council will work to ensure that an early years service is relocated to a suitable facility.

6.6 PARTNERSHIPS

The following principles will guide Council’s interactions with various service and community partners in the delivery of funded preschool services for which Council receives grant funding from the Department of Education and Early Childhood Development (DEECD) in addition to preschool enrolment fees:

1. That the partnership continues to allow Council to deliver preschool services to the community consistent with Council’s Kindergarten Cluster Management roles and legislative responsibilities.

2. Services delivered under the partnership should support a whole-of-municipality approach to the delivery of early years services, in accordance with Council’s endorsed vision, direction, and priorities for early years services and facilities.

3. The partnership supports the potential for effective co-located and collaborative service delivery and practice.

4. Services delivered under the partnership reflect and support Council’s goal to prioritise access to early years services by vulnerable families.

5. Any agreement for Council to lease a facility, and the associated partnership documents, ensures Council’s long term security of tenure in the leased facility, and capacity to provide Early Years service in the long term in the locality.

231 Attachment 1

KNOX PROCEDURE

PRESCHOOL PROCEDURE

Policy Number:

Directorate: Community Services

Approval by:

CEO Responsible Officer:

Manager – Family & Children’s Services

Approval Date:

Version Number:

1

Review Date:

February 2017

1. PURPOSE The purpose of the Knox Preschool Procedure is to guide and direct the operations of all aspects of Knox Council’s Preschool Services in its role as Kindergarten Cluster Manager. This Procedure should be read in conjunction with the Knox Preschool Policy. This Procedure is the administrative method by which the Preschool Policy requirements are implemented in respect to: · Priority of Access; · Central Enrolment; · Preschool Service and Group Viability; and · Preschool Group Size.

2. PRIORITY OF ACCESS PROCEDURE

Council will utilise a points based system to prioritise enrolments received for places in a Knox Council preschool service. Evidence will be required to be provided when returning the ‘May Update’ preschool enrolment preferences for a child’s entry into preschool in the following year. Evidence relating to this points based system will include: 1. Families who identify as vulnerable as part of their enrolment must provide

supporting evidence, which may include a: a. Confirmation or referral letter from the Family Assistance Office of the

Department of Human Services or other support agency; and b. Families with a Healthcare Card, Pensioner Concession Card, Temporary

Protection/Humanitarian/Refugee/Bridging Visas (as outlined in the Victorian Kindergarten Guide, 2013.Eligible cards will be defined by the State Government and are therefore subject to change);

c. Written referral and recommendation from a health or welfare professional.

2. Families identifying themselves as residents or ratepayers in the City of Knox must provide supporting evidence which specifically identifies them as a resident or ratepayer.

232 Attachment 1 3. Families who have accessed either a Knox municipality Maternal and Child Health,

Playgroup and or 3 year old preschool or activity group will need to provide supporting evidence that indicates attendance at one of these services.

4. Parents or Carers identifying themselves as working or studying and have either accessed a Knox municipality Maternal and Child Health, Playgroup or 3 year old preschool or activity group must provide supporting documentation, which may include:

a. Letter from their educational institution; b. Letter from their employer; and c. Letter from the relevant early years service provider.

3. CENTRAL ENROLMENT PROCEDURE

Enrolments 1. Families of eligible children may enrol their child in a Knox preschool from birth.

Enrolments will be continued to be accepted throughout the year prior to the child commencing preschool and in the year they are due to commence preschool.

2. For all enrolment applications made prior to 30 April for preschool attendance in the following calendar year families will be asked if they have any changes they would like to make to their original application or do they still require the application to proceed.

3. Once families have received this letter or email (known as the ‘May Update’) they are asked to return their enrolment update/s and any supporting evidence required to Knox City Council primarily through the KEYS Online Family Web Portal or to the Preschool Coordination Unit.

4. Applications for preschool attendance in the following calendar year will be processed against the Priority of Access Procedure and Service and Group Viability Procedure in the months of June and July.

5. Each preschool location will be analysed against the First Preferences for that service location and the procedures relating to Priority of Access and Service and Group Viability Matrix (Appendix 1a) in June.

6. Following this preliminary First Preference Assessment, where there are individual service locations where viability is a concern, the relevant Ward Councillor and communities are advised and support is provided in an attempt to increase enrolments for the following year.

7. In addition, Preschool staff will be surveyed in June to estimate how many families from across the current year’s enrolments may be considering a formal application for a second year of preschool. This data is considered in the draft Annual Service Plan.

8. A draft Annual Service Plan is developed in June using the First Preference Assessment process and this will be used as a guide to establishing staff allocations and number of proposed groups at each location for the following year.

9. First Round Offers are prepared based on the Priority of Access and Service and Group Viability Procedures, First Preference Assessment process, and draft Annual Service Plan.

10. Where the demand for enrolments at a service location exceeds the current available places and where a group of families have equal scores following the application of the Priority of Access Procedure, a ballot will be conducted prior to First Round Offers to determine those families who will be offered available places.

233 Attachment 1 11. When a Declaration of Eligibility for a Second Year Funded Kindergarten has been

submitted to DEECD the nominated second year child/ren will have the Priority of Access points-based methodology for enrolment in a Knox preschool service applied to access a preschool centre for the following year from the 3rd round of preschool offers (October).

12. In August of each year, First Round Offers are emailed or posted to families. Families are asked to respond to the First Round Offers within 10 working days.

13. Once families have received this First Round Offer letter or email they are asked to reply through the KEYS Online Family Web Portal as the primary process or if they require additional support through the Preschool Coordination Unit to update enrolment status for families throughout the First Round Offer process.

14. First Round Offers family responses are analysed and the draft Annual Service Plan is updated. In accordance with employment requirements, preliminary discussions are then undertaken with staff across Council’s Kindergarten Cluster Services in relation to provisional work locations for the following preschool year.

15. Following the completion of First Round Offers remaining vacant places are identified and matched against the number of remaining enrolments.

16. Where the demand for enrolments at a service location exceeds the current available places and following the application of the Priority of Access Procedure, a ballot will be conducted prior to Second Round Offers being made to families.

17. Families are offered available places in Second Round Offers in September and families are asked to respond to the Second Round Offers within 10 working days through KEYS Online Family Web Portal Preschool as the primary process or if they require additional support through the Preschool Coordination Unit.

18. Second Round Offers family responses are analysed and the draft Annual Service Plan is updated in October.

19. Subsequent Rounds of Offers will be undertaken as required. 20. All children enrolled for the 2015 preschool year onwards will be processed under

this Central Enrolment Procedure. .

Allocation of places to individual preschools 21. Where the number of first preference applications for a specific preschool is

greater than the number of available places, and the applications have the same number of points under the Priority of Access Procedure, places will be determined by ballot overseen by the Manager, Family and Children’s Services (or delegate).

22. Council will hold a selected number of places each year in preschools for late enrolling vulnerable families. These places remain open until the end of January prior to the beginning of Term 1 of each year.

23. The specific number of places held open for vulnerable children at each preschool will be determined by the Manager, Family and Children’s Services (or delegate).

Knox Preschool Service Waiting List 24. A waiting list of applicants will be maintained who:

a. Have not been offered a place at their chosen preschool service location and who have chosen to wait for a place at that location rather than accept a place at another preschool service location;

b. Have not been offered a place at any Knox preschool service location and who have chosen to wait for a place in any Knox preschool service rather than go elsewhere.

234 Attachment 1 25. As and when places in Knox preschool service locations become available, offers

will be make to applicants on the Knox Preschool Service Waiting List based on the application of the Priority of Access and Service and Group Viability Procedures.

26. Where two or more applicants on the waiting list have been allocated the same number of points under the Priority of Access Procedure, places will be determined by ballot overseen by the Manager, Family and Children’s Services (or delegate).

4. PRESCHOOL SERVICE AND GROUP VIABILITY PROCEDURE

1. Preschool services will receive a score against a list of assessment criteria outlined in the Preschool Service and Group Viability Matrix (Appendix 1a).

2. Preschool centres will aim to achieve a score of 20 points or more. Those preschool centres, which score a rating of 20 points or more, continue to operate their service for the period of 12 months.

3. Preschool centres that score a rating of 19 points or less through the Preschool Service and Group Viability Matrix may have their preschool service deferred for the subsequent year. This would occur only after identification of preschools of concern, support and consultation with the Ward Councillor, preschool committee and local community. This action does not preclude the early years facility being utilised for the delivery of other early years services to that local community during the suspension of 4-year-old preschool services.

4. Preschool centres that score a rating of 19 points or less through the Central Enrolment process and application of the Preschool Service and Group Viability Matrix after Year 1 will continue deferment for a further year. Council will continue to support the Ward Councillor, preschool committee and the local community in identifying strategies to strengthen the preschool service enrolments. This action does not preclude the early years facility being utilised for the delivery of other early years services to that local community during the suspension of 4-year-old preschool services.

5. Preschool centres that score a rating of 19 points or less through the Preschool Service and Group Viability Matrix after Year 2, will continue deferment for a further year. Support will be provided to the Ward Councillor, preschool committee and the local community in identifying strategies to strengthen the preschool enrolments. This action does not preclude the early years facility being utilised for the delivery of other early years services to that local community during the suspension of 4-year-old preschool services.

6. Preschool centres that score a rating of 19 points or less through the Central Enrolment process and application of the Preschool Service and Group Viability Matrix, after the third year of deferment, will lead to the closing of the service for the delivery of 4 year old preschool. However, this will only occur after consultation with the Ward Councillor, preschool committee and local community and does not preclude the early years facility being utilised for the delivery of other early years services to that local community.

7. Preschool centres that close operation also adhere to the Preschool Service and Group Viability Deferral and Closure Flowchart (Appendix 1b).

235 Attachment 1

Key Dates for the Central Enrolment and Allocation Process

ACTION

February Policy and associated procedures explained at Volunteer Preschool Parent Committee training meeting.

March Volunteer Preschool Committees informed of numbers of potential enrolments for the following year. Committees alerted to concerns about enrolment numbers. Relevant Councillors contacted re possible preschool of concern. All Preschool Committees provided with ideas for publicity/marketing campaign.

1st May Council begins contacting families to confirm enrolment details prior to first round process.

May Councillors, Preschool Committees and local community from preschool of concern invited to consult and discuss strategies with Council.

May/June Council Preschool Program Support Officers complete updates for KEYS Online information from preschool preference update information and any supporting evidence required provided by families through KEYS Online Family Web Portal or to the Preschool Coordination Unit. The application of the Priority of Access Procedure is then commenced for all eligible children who have been enrolled.

June Further consultation with Ward Councillor, Preschool Committee and local community from preschool of concern and to discuss strategies.

June A draft Annual Service Plan is developed using the First Preference Assessment tool and this is used to guide to establishing staff allocations and number of proposed groups at each location for the following year.

30 June Preschool Service and Group Viability Matrix applied to all preschools.

July Committees informed of proposed groups for following year.

July Memo to Councillors informing them of planned preschool service provision for the following year with an updated Draft Annual Service Plan attached.

1 August First Round Offers are sent or emailed to families.

September-February

Ongoing offers provided to families.

236 Attachment 1 5. PRESCHOOL GROUP SIZE PROCEDURE

1. A preschool service location may qualify for an exemption from the Preschool Group Size policy component if:

a. Total enrolments, including reserved places, are less than the maximum licence capacity of the preschool service location and following the application of the Priority of Access Procedure and Preschool Service and Group Viability Procedure, the service location is identified as having a high proportion of vulnerable families who would be potentially disengaged and disadvantaged through the suspension of the preschool service in that community; and,

b. A recommendation is made to ‘cap’ a preschool group size following an assessment of enrolments for that preschool service location in consultation with specialist early years, early intervention, allied health, family support or medical practitioners.

2. Exemptions to the Preschool Group Size Procedure must be applied as part of the development of the first Draft Annual Service Plan and be updated throughout the Central Enrolment process.

3. Exemptions to Preschool Group Size Procedure are granted by the Manager, Family and Children’s Services (or delegate).

APPENDICES

1. Preschool Service and Group Viability Matrix (Appendix 1a) 2. Preschool Service and Group Viability Deferral and Closure Flowchart (Appendix

1b)

237 COUNCIL – COMMUNITY SERVICES 25 February 2014 Attachment 2

IMPLEMENTATION PLAN

PRESCHOOL POLICY 2014

1. COMMUNICATION AND ENGAGEMENT: Stakeholders: · Councillors; · Family and Children’s Services staff; · Families currently enrolled to attend from 2015 onwards (due to the

introduction of the Preschool Policy and Procedure); · Families with children attending in 2014 (due to the introduction of KEYS

Online); · Families with young children in Knox who may wish to enrol in a Council-run

preschool service in the future; · Families in Knox who may be experiencing disadvantage or vulnerability; · MAV and DEECD; and · Other early years service providers and family support professionals

servicing the Knox community. The focus of communication and engagement will be: · The introduction of the Knox Council Preschool Policy and Procedure, with

a particular focus on the Priority of Access. · The Priority of Access procedure will be used to determine preschool

allocations for children attending from 2015. This is likely to be a change to the allocation procedure which was in place when families submitted their enrolment application.

· The introduction of the Knox Early Years Services Online (KEYS Online) software program. Families will be able to establish an “online profile” for themselves and their child, enabling them to update contact details and pay preschool fees online.

5. SIGNIFICANT DATES:

KEYS Online:

· Operational internally for the Preschool Coordination Team from March 2014.

· Online capability for families from May 2014. · A review of accessibility of KEYS Online for families in May 2015.

238 COUNCIL – COMMUNITY SERVICES 25 February 2014 Attachment 2

Revised Preschool Policy and Procedure:

· Submitted to Council for endorsement at 25 February 2014 Council meeting.

· Families, committees and community will be provided with information relating to the KEYS Online and the Revised Policy and Procedure in early March 2014.

6. METHODOLOGY: · Information flyers distributed to families with young children through Council

and non-Council early years and family support services; · Information flyers distributed to new residents in the City of Knox through

local real estate agents (e.g. Resident Welcome Kits); · Information in the Knox Leader and Knox Weekly in the lead up to key dates

in the enrolment process each year, commencing as soon as possible after Council endorses the updated Preschool Policy and Procedure 2014;

· Information posted on Council’s website and social media; and · Information sessions held at a variety of times including daytime and night

sessions, if a need is identified. Targeted Strategies for Families Experiencing Disadvantage or Vulnerability:

· Opportunities for families to ‘drop in’ to Knox Preschool service locations for informal discussions and advice about enrolment and attendance;

· Translation and distribution of the required information in key languages spoken in the Knox community;

· Identifying and engaging families through established networks with other early years and family support providers servicing the Knox community; and

· Community engagement events such as a barbeque in service locations with a high proportion of vulnerable families, where information relating to early years services can be made readily available.

Preschool Service and Group Viability Matrix Appendix 1a

c:\DATAWRKS\TEMP\4205559\2014 Preschool Operational Matrix July 2012.xlsx Page 1

Map Location Name of Pre School

Suburb/Post Code

StatusYr

Enrolments/Utilisation

(1)

PreschoolOverflow

(2)Funding

(3)

SubTotal1-3

Demographics(4)

Location ofService

(5)Committee

(6)

Public Transport

(7)

Exception-al Circum-

stances(8)

Sub Total 4-8Max

pts 15Total

Points NO ASSESSMENT CRITERIA POINTS

1 ALEXANDER MAGIT 15FTG3156 1 10 - 5 15 3 2 1 1 2 9 24

(1) CONFIRMED ENROLMENTS 1st PREFERENCE/UTILISATION PROJECTION

20 or more children enrolled as at 30 June =20

2 ALICE JOHNSON 21FTG3156 1 20

15-19 children enrolled as at 30 June(NB - children whose families have indicated they will be returning for a 2nd year of preschool can be included)

=10

3 BENA ANGLISS 50FTG3156 1 20

(2) PRE SCHOOL OVERFLOWClosest neighbourhood preschools provide an overflow of 2nd = 5

7 PARK CRESCENT (Boronia) 9Boronia3155 1 N/A

preferences would enable a council funded group to operate.

30 F.W. KERR 23FTG3156 1 20

(3) FUNDING Council contribution per child based on 20 children per group does = 5

11 GOODWIN ESTATE 40The Basin3154 1 20

not increase by 15% above the previous year

25 THE BASIN 29The Basin3154 1 20

(4) DEMOGRAPHICS Immediate preschool locality shows increase/or stable nos. of 4 year

26 UPPER FERNTREE GULLY 25FTG3156 1 20

olds for next year. OR = 3

27 WATTLEVIEW 40FTG3156 1 20

Surrounding area shows increase of nos. of 4 year olds for next year. = 1

28 WEST GULLY 56FTG3156 1 20

(5)LOCATION OF SERVICE Other community services are located in the same building or within

29 WINDERMERE 15FTG3156 1 10 - 5 15 3 - 1 1 2 8 22

1 Km. This could be a: Primary School = 1

4 BERRABRI 33Scoresby3179 1 20

Maternal and Child Health = 1

5 BILLOO PARK 43Wantirna3152 1 20

Playgroups = 1

6 BLUE HILLS 44Bayswater3153 1 20

3 yr old Pre School groups = 1

8 COOINDA 19Boronia3155 1 10 - 5 15 3 1 1 1 2 8 23

Child Care = 1

10 FLAMINGO 21Wantirna3152 1 20

(6) COMMITTEE Interest and financial capacity is demonstrated for next year = 1

12 HAERING RD. 39Boronia3155 1 20

13 KNOXFIELD 56Knoxfield3180 1 20

(7) PUBLIC TRANSPORT Access to preschool is provided by one public transport option

14 KNOX GARDENS 56Wantirna3152 1 20

e.g. bus, train, bike paths - = 1

15 KOOLYANGARRA-BAYSWATER 18Bayswater3153 1 10 - 5 15 3 2 - 1 2 8 23

(8) EXCEPTIONAL CIRCUMSTANCES= 2

17 MARIEMONT 85Wantirna3152 1 20

- Council Strategic Planning Project

20 RIDDELL ROAD 53Wantirna3152 1 20

- Population based factors:

23 TEMPLETON 58Scoresby3179 1 20

i.e - % eligible for kindergarten fee subsidy

9 EILDON PARADE 33Rowville3178 1 20

high rental turnovers

16 LIBERTY 85Rowville3178 1 20

- Lack of availability of early childhood services

18 MURRINDAL 135Rowville3178 1 20

19 PARK RIDGE 36Rowville3178 1 20

21 ROWVILLE 42Rowville3178 1 20

22 TAYLORS LANE 28Rowville3178 1 20

25 THE FIELDS 48Rowville3178 1 20

POINT ALLOCATION AND LEGEND

KNOX CITY COUNCIL Preschool Service and Group Viability Deferral and Closure Flowchart

YEAR 1 YEAR 2 YEAR 3

Committee/Ward Councillor/parent consultation

re deferment

Decision regarding possible deferment made by Manager Family and Children’s Services

Service operation is

deferred for a second year

Preschool Operation process

calculation is completed

June

Service totals 19 points or

less

Committee/Ward Councillor/parent

consultation re deferment

Decision regarding possible deferment made by Manager Family and Children’s Services

Service operation is

deferred for one year

Deferment procedures

are implemented



June



June


less

Service has 19 points or less

Committee/Ward Councillor/parent consultation

re closure

Council endorsement re

closure

Service closes

Closure procedures

are implemented


more

Service remains

operational

Deferment procedures continue to

be implemented

Appendix 1b

241 COUNCIL – COMMUNITY SERVICES 25 February 2014 ALL WARDS

9.2 REVIEW OF VICTORIAN PUBLIC LIBRARIES

SUMMARY: Manager – Youth, Leisure & Cultural Services (David Blair)

This report provides Council with an overview and response to the Review of Public Libraries Stage 2 Report prepared by the Ministerial Advisory Council on Public Libraries and presented to the Minister for Local Government. The Government has not invited submissions to this latest report. The Stage 2 Report does not address the business case and financial implications of the proposed ‘Victorian Library’ model.

The report recommends that Council request local Members of Parliament to advocate on this matter to the State Government on Council’s behalf.

RECOMMENDATION

That Council

1. Notes the report; and

2. Writes to local Members of Parliament requesting their advocacy for the State Government to prepare and release a detailed business case assessment of the Victorian Library concept to ensure the benefits and costs of the proposed changes are examined and tested before Council is asked to commit to a reform of municipal library services.

1. INTRODUCTION

Following concerns raised by the local government and library sectors regarding reductions in funding provided by the State Government to public libraries, the State Government announced that it was re-establishing the Ministerial Advisory Council on Public Libraries (MAC). This body has been charged with conducting a review on the future role and functions of Victorian public libraries, recognising their changing role.

In response to the first stage of the review which assessed the current use of public libraries and their future needs including the use of emerging technologies, Council at its meeting of 29 May 2012 approved an initial submission that was lodged with the State Government (Appendix A).

Stage Two of the review covered the concept of a ‘Victorian Library’ and public library funding. Council at its meeting of 14 May 2013 approved a submission in relation to a Stage 2 discussion paper that was lodged with the State Government (Appendix B).

242 COUNCIL – COMMUNITY SERVICES 25 February 2014 9.2 Review of Victorian Public Libraries (cont’d)

Council’s submissions indicated that whilst the Victorian Library concept and the other initiatives were laudable, Council would not support the concept if it resulted in an increase in operating costs for the service or a reduction in service because of the appropriation of the existing limited funding pool.

The MAC has now released the Review of Victorian Public Libraries Stage 2 Report (the Report) which has been presented to the Minister for Local Government (the Minister).

Library services to the Knox community are delivered by the Eastern Regional Libraries Corporation (ERLC). The ERLC’s CEO attended a briefing in December 2013 where participants were informed that the Minister will consider the Report and decide whether or not to bring the initiatives therein to the Cabinet for budget funding consideration. The Chair of the MAC will be strongly recommending support for the initiatives.

If supported, the Report’s recommendations will become part of the budget process with an announcement in May 2014. However, it is hoped that there would be an indication of the likely outcome before May 2014.

It should be noted that as part of the review process, the State Government prepared, for the Minister, a business case based on the South Australia Public Libraries Model and consultations with Victorian public libraries. Advice was given that the business case cannot be released because the information is now with the Minister and may form part of budget considerations and a future tender process. It is understood that the business case is based on very broad costings, although ‘potential’ savings and benefits have been apparently calculated for each Local Government Area (LGA).

No further submissions are being officially canvassed in relation to this final Stage 2 Report. However, the MAC has encouraged Councils to contact their local Members of Parliament supporting the proposed initiatives of the Report.

ERLC’s CEO has indicated that the ERLC Board will also be considering its response to the Report at is meeting of 27 February 2014.

Should the ERLC Board be of the same mind as that recommended to Council in this report, it is suggested that the advocacy with local Members of Parliament be conducted on a sub-regional basis covering the Cities of Knox, Maroondah and Yarra Ranges.

To assist Council’s consideration of the Report and its ramifications as they impact on Council’s library service, a summary paper that overviews the features and benefits of the proposed initiatives (set out in Section 2 of this report) is attached at Appendix C for information.


2. DISCUSSION

Appendix C to this report details the features and benefits (as seen by the MAC) of the six major initiatives provided in the Stage 2 Report.

2.1 Six Initiatives

The Report commends six initiatives in relation to the Victorian Library concept to the Minister:

· statewide single library card;

· statewide movement of collection and inter-library loans;

· statewide Radio-Frequency-Identification (RFID) tagging of collection;

· statewide Library Management System (LMS);

· statewide platform for digital material; and

· statewide LOTE collection.

Apart from a Single Library Card, which as discussed in Appendix C, the proposed changes do not appear to offer any significant benefits to the Knox community.

ERLC has already:

· provided a significant intra library loan service through the SWIFT Consortium, by offering access to 2.9 million items, or approximately one third of the State’s collection;

· implemented RFID technology, with all items tagged to International Standardisation Organisation (ISO) standards;

· provided a premier Library Management System (Symphony); and

· provided access to a platform for digital material, including resources from one the world’s largest aggregators, Overdrive.

ERLC does have a relatively small LOTE (Languages other than English) collection, reflecting the size of the LOTE communities in Knox, Maroondah and Yarra Ranges. A statewide collection, with access to bulk loans, would assist in meeting the needs of newly emerging and growing LOTE communities.

Whilst the concept of the ‘Victorian Library’ is laudable, Council (in partnership with ERLC) has already ‘embraced’ the cost saving initiatives identified by the MAC.


The Victorian model also continues to assume that Councils as the primary funders will continue to do this for a statewide service. The Stage 2 report does not address the funding concerns raised by the Local Government sector during the Review.

As there is still an absence of a detailed business case, providing evidence of the savings and benefits generated by the proposed initiatives, it is recommended that Council maintains its current position of not supporting the implementation of the proposed Victorian Library model until such justification is provided.

2.2 Additional Initiatives

The Review identifies a number of additional possible initiatives. At this point of time these have not been included in the initial set of recommendations as the MAC considered the initiatives previously identified in section 2.14 of this report are a greater priority. The future initiatives are:

· Procurement; and

· Information and communication.

2.3 Partnership Agreement

The Report notes that Victorian library services are delivered by the State and Councils in ‘partnership’. It indicates that regardless of the implementation of the Victorian Library, a formal agreement between State and Councils should be established outlining the responsibilities and funding commitment of each level of government.

The Report offers no advice on what the levels of responsibility and funding commitment, nor the length of such an agreement.

As Council has previously advised the MAC, it would support a longer term funding agreement of at least four years to provide surety, subject to the level and basis of the partnership funding being agreed to in advance of entering the agreement. It should be noted that in South Australia, the State Government provided a ten year agreement when moving to a similar model for public libraries.

2.4 Other Funding

The MAC notes that the Living Libraries Infrastructure Program and the Premiers’ Reading Challenge Book Fund are both vital programs for the continued development and provision of library services in Victoria and encourages the Victorian Government to continue to fund these important programs.


2.5 Public Library Funding

While the MAC encourages the State Government to continue to fund the Living Libraries Infrastructure Program and the Premiers’ Reading Challenge Book Fund, it makes no comment in relation to the recurrent annual funding for library services. In 2013-14 Council received $916,729.

At a briefing on the Stage 2 Report for Public Libraries (3 December 2013), it was pointed out that current library funding is not ‘recurrent’ funding (even though it has been in place since 1948). According to the State Government, it is program funding that is reviewed annually as part of its budget process and with up to three/four year program funding placed in the forward estimates. The library program funding is unique in the length of its continuation. It is not ongoing - it is a finite program allocation.

Furthermore, the Chair of the MAC indicated that Cabinet will consider the annual program funding and the Stage 2 initiatives funding as part of the State Government’s budget process. While the MAC’s position is that these initiatives might be funded additionally, the Minister could choose to fund the six initiatives through existing program funding and thereby tying the funding to specific inputs.

Council believes that the annual State Government grant for library services should remain untied. The Council Plan and the Library Plan and budget prepared by Council’s library service provider, ERLC, both provide a clear outline of the services provided and form sound accountability mechanisms for grant funding and Council’s own funding contribution.

In addition, as there is considerable uncertainty about State Government funding, there is a need to include the funding of public libraries as a specific program line of recurrent (not program) funding in the State Government Budget.

In line with Council’s existing position, it is recommended that Council not support the ‘Victorian Library’ concept if it results in an increase in Council’s operating costs for the service, or a reduction in service due to appropriation of the existing funding pool.

Overall, it is disappointing to note that the Stage 2 Report does not address an increase in the State Government’s contribution to the operational funding for public libraries with a cost escalation factor that reflects the true costs of providing library services.


3. CONSULTATION

Input to this report and Appendices has been provided by Eastern Regional Libraries Corporation.


Council’s 2008 review of its library service highlights the important role libraries play in developing attractive and accessible places in our City and this has been further confirmed through the City Plan and Council Plan.


Council’s 2013-14 operating budget for library services is $4,318,992. This represents 82% of the cost required to deliver library services each year. In addition, since 2008-09 Council has allocated $455,720 for capital improvements to libraries. The State Government currently provides an annual grant of $916,729.

The inadequacy of State Government support for capital and operational funding for library facilities has been the subject of advocacy by local governments and the MAV for some years.

The Stage 2 Report proposes a range of statewide initiatives to deliver the Victorian Library Concept.


The contribution of public libraries to the wellbeing of our residents and to the education and economic development of communities is recognised across the developed world. Support for this role has underpinned the commitment of Council and Eastern Regional Library Corporation (ERLC) to the provision of high quality public library services.


A strategy within the theme of Healthy, Connected Communities set out in the City Plan is to increase the number of people that participate in lifelong learning opportunities.

8. CONCLUSION

This report provides Council with an overview of the content of the Review of Victorian Public Libraries Stage 2 Report.


It is disappointing that despite detailed and robust submissions by Council and other local governments in relation to the equity of funding for public libraries, and an understood promise this would be addressed as part of Stage 2 of the Review, the imbalance in funding for public libraries has not been considered as part of the Report. It is also unfortunate that the Report does not encourage the State Government to continue the annual ‘program’ funding of public libraries and improve certainty of funding for Councils.

Council, in partnership with ERLC, has already instigated many of the service initiatives proposed in the Report.

Council’s position has been that it will not support the ‘Victorian Library’ concept if it results in an increase in Council’s operating costs for the service or a reduction in service due to appropriation of the existing funding pool. It is recommended that this position be sustained.

In the absence of a detailed business case and budget details, providing evidence of the savings and benefits generated by the initiatives proposed, it is recommended that Council not support the Victorian Library Concept. It is also recommended that Council request local Members of Parliament to advocate to State Government on this significant issue. It is further proposed that Council proposes a joint advocacy with the other ERLC partner Councils – Maroondah and Yarra Ranges Councils.

9. CONFIDENTIALITY

There are no confidentiality issues relating to this matter.

COUNCIL RESOLUTION MOVED: CR. GILL SECONDED: CR. LOCKWOOD

That Council

1. Notes the report; and

2. Writes to local Members of Parliament requesting their advocacy for the State Government to prepare and release a detailed business case assessment of the Victorian Library concept to ensure the benefits and costs of the proposed changes are examined and tested before Council is asked to commit to a reform of municipal library services.

CARRIED

248 COUNCIL – COMMUNITY SERVICES 25 February 2014

APPENDIX A – Review of Victorian Public Libraries APPENDIX B – Outcomes of Victorian Library Review APPENDIX C – Outcomes of Victorian Library Review

(Circulated Separately)

249 COUNCIL – COMMUNITY SERVICES 25 February 2014 COUNCILLOR MORTIMORE VACATED THE CHAMBER AT 9.03PM DURING DISCUSSION ON ITEM 9.3

ALL WARDS

9.3 LEISURE MINOR CAPITAL WORKS GRANT SCHEME POLICY REVIEW

SUMMARY: Leisure Contracts and Projects Officer (Emma Hayton)

This report recommends adoption of the revised Leisure Minor Capital Works Grant Scheme Policy (previously the Recreation Minor Capital Works Grant Scheme Policy). The Policy is used to provide guidance to Council and applicants on the administration of the Leisure Minor Capital Works Grant Scheme. The draft Policy has been prepared based on extensive consultation which has occurred as part of the review process.

RECOMMENDATION

That Council adopt the revised Leisure Minor Capital Works Grant Scheme Policy as attached at Appendix A.

1. INTRODUCTION

Council’s Leisure Minor Capital Works Grant Scheme is an annual program that provides financial support to not-for-profit leisure and sporting organisations to undertake improvement projects on Council owned or managed land. Introduced in 1999 as the Recreation Minor Capital Works Grant Scheme, the Scheme has funded over 160 projects providing approximately $1.9 million worth of improvements to Council facilities.

The Policy directs the type and level of funding that Council will provide to leisure and sporting organisations for these improvements. The current version was adopted on 13 December 2011 and further amended by Council on 24 April 2012 to include funding for defibrillators within the Scheme. The current Policy sunsets on 30 June 2014.

2. DISCUSSION

The attached draft version of the Leisure Minor Capital Works Grant Scheme Policy has been developed based on feedback and recommendations received during the consultation phase of this policy review. This consultation, which is outlined in Section 3 of this report, has led to recommendations for a number of key changes to the existing policy. These proposed changes include:

· Amending existing and adding new definitions to provide greater clarity for Councillors, Council officers and applicants. For example, adding definitions for leisure, sport, and abandoned, rescinded and withdrawn grants.

· Changing the eligibility requirements to widen the scope of application for more leisure and sporting organisations to apply, and bringing the Scheme into alignment with eligibility requirements of other funding schemes run by Council.

250 COUNCIL – COMMUNITY SERVICES 25 February 2014 9.3 Leisure Minor Capital Works Grant Scheme Policy Review (cont'd)

· Changing the project eligibility to bring funding ratios in line with financial contributions required under Council’s Sporting Club Financial Contributions Towards Reserve Developments Policy.

· Increasing the funding ratio for defibrillator funding.

· Creating provision for clubs to be assessed on the correct funding ratio where applications are ineligible for consideration at higher levels.

· Providing additional guidance around the application process, including set rates for volunteer labour and in-kind support, and obtaining in-principle support for works prior to submission.

· Providing a clear breakdown of the weighting of each assessment category.

· Requiring approved recipients to formally accept the grant offer at the beginning of the funding period.

· Clarifying the assessment and approvals process for grant extensions.

· Changing the name to Leisure Minor Capital Works Grant Scheme, to more closely link the Scheme to the Knox Leisure Plan 2014 – 2019 (draft).

· Setting out a process for the management of unallocated funds and abandoned and rescinded grants, including processes to reallocate unspent funding.

· Aligning the Policy more clearly with other Council policies relating to the use and management of recreation reserves and sporting facilities, such as the Breach of Seasonal Tenancy Policy.

Overall, the revised Draft Policy addresses a number of gaps in the previous policy and provides clearer guidance to Council officers and eligible organisations on the requirements of each stage in the grant process. A copy of the proposed amendments to the current policy are highlighted and available at Appendix B for reference.

3. CONSULTATION

The consultation which has occurred as part of this policy review process has been extensive and the feedback provided by consultees has led to a number of key changes to the existing policy, as detailed in Section 2 above. A summary and timeline of the consultation which has occurred is as follows:


Consultation Stage Month

Benchmarking – Neighbouring LGAs August 2013

Internal Discussion – e.g. Council’s Leisure Services Unit

August 2013

Internal Stakeholders August 2013

Recreation and Leisure Liaison Group August 2013

Recreation and Sporting Organisations August 2013

Councillors – Issues Briefing October 2013

Internal Discussion – Leisure Services Unit November 2013

Councillors – Issues Briefing December 2013

Internal Stakeholders December 2013 – January 2014

Recreation and Leisure Liaison Group December 2013 – January 2014

Recreation and Sporting Organisations December 2013 – January 2014

For the final stage (December 2013 – January 2014) of consultation, comments were received from twelve (12) leisure and sporting organisations, two (2) representatives from the Recreation and Leisure Liaison Group, and one (1) internal stakeholder. The feedback from all respondents was supportive of the proposed changes made to the current Policy, with positive comments specifically made in regards to the inclusion of the assessment criteria weighting and clarification of the value of in kind support and in principle approval process. Some minor changes were also made to clarify the eligibility of organisations with multiple local branches.


The revised policy will address matters which may affect the health and wellbeing of the Knox community. If adopted, the revised policy will help assist the long-term viability of sporting facilities within Knox.


The Policy will guide the allocation of Council’s funding to Council leisure and sporting facilities in partnership with community organisations. It will ensure that this allocation is transparent, accessible and in line with good governance.

The budget for the Scheme is set annually during Council’s budget process. The budgets for the past three years have been as follows:

2013-14 $91,310 2012-13 $88,785 2011-12 $89,573 Average $89,889 per annum



In 2011-12, approximately 65% of the Australian population aged 15+ participated in sport and recreational activities. In Victoria, this figure is slightly higher with 66.1% of the population aged 15+ being involved in both structured and unstructured recreational activities (ABS, 2012).

The Department of Victorian Communities (2006) believes that sport and recreation provides opportunities and settings for social interaction, sharing common interests and enhancing a sense of community.

According to the ABS (2006), sport and recreation participants generally have more frequent contact with family and friends, a greater number of friends to confide in, a greater ability to obtain support in a time of crisis and more varied social networks as opposed to non participants. Therefore the associational nature of sport and recreation based clubs is considered an environment that builds social benefits.

As a result of this, it is important that Council continues to consider the need for good quality leisure and sporting facilities to support the works carried out by our leisure and sporting organisations improving the health and wellbeing of our community. The new Policy will help ensure that small projects which are deemed to be important by the clubs themselves can be funded to improve Council facilities and the opportunities available for the community to participate.


The current policy and the new draft policy are consistent with and support the following themes and objectives listed in the Knox City Plan 2013-17:

Healthy, Connected Communities

· The Knox community benefits from good health and wellbeing at all life stages.

· A safe community with strong community connections and where learning and volunteering are valued and supported.

Prosperous, Advancing Economy

· Improve local opportunities for people to live, work, learn and play in Knox.

Culturally Rich and Active Communities

· Improve the acceptance and valuing of diversity and difference in the Knox community.

· Increase use of public spaces and infrastructure for the purposes of cultural expression and physical activity.


Democratic and Engaged Communities

· Improve community leadership and participation in Knox.

· Increase opportunities for the Knox community to participate in public decision-making processes.

· Ensure Council is well governed and demonstrates effective leadership conclusion.

8. CONCLUSION

This report seeks approval of a revised Leisure Minor Capital Works Grant Scheme Policy which is used to provide clear and transparent guidelines for the allocation of funding available to leisure and sporting organisations through the Leisure Minor Capital Works Grant Scheme.

9. CONFIDENTIALITY

There are no confidentiality issues associated with this report. COUNCIL RESOLUTION MOVED: CR. SEYMOUR SECONDED: CR. HOLLAND

That Council adopt the revised Leisure Minor Capital Works Grant Scheme Policy as attached at Appendix A.

CARRIED

254 COUNCIL – COMMUNITY SERVICES 25 February 2014 APPENDIX A – Leisure Minor Capital Works Grants Scheme Policy (Draft)

KNOX POLICY

LEISURE MINOR CAPITAL WORKS GRANT SCHEME POLICY

Policy Number:

Issued by Governance


Approval by:


Leisure Contracts and Projects Officer

Approval Date:

TBC Version Number:

TBC

Review Date:

28 February 2017

1. PURPOSE

The Leisure Minor Capital Works Grant Scheme (the Scheme) provides funding to leisure and sporting organisations which wish to undertake facility improvement projects on land owned or managed by Council which is utilised for leisure and sporting purposes. The purpose of the Leisure Minor Capital Works Grant Scheme Policy is to provide a consistent process within Council on the type and level of funds that Council may award to a given project under the Leisure Minor Capital Works Grant Scheme.

2. CONTEXT

The Leisure Minor Capital Works Grant Scheme Policy was developed to identify a consistent process within Council for the allocation of financial assistance to leisure and sporting organisations that seek to develop new or upgrade existing leisure and sporting facilities. The Policy aims to facilitate the development of new and/or improved leisure facilities upon Council land, and encourage community involvement in the development of leisure and sport initiatives in partnership with Knox City Council.

3. SCOPE

This Policy applies to all leisure and sporting organisations that have an occupancy agreement for the use of Council land for leisure and sporting activities.


The Policy provides guidance to Council and the community with regards to planning and development of infrastructure improvements relating to leisure and sporting activities and opportunities and the provision of defibrillators. The Policy does not remove Council’s responsibilities or obligations under a number of legislative and policy documents including those set out in Item 4 below.

4. REFERENCES

4.1 Council Plans · City Plan 2013 – 2017 · Health and Wellbeing Strategy 2013 – 2017 · Knox Leisure Plan 2014 – 2019 (Draft) · Knox Access and Inclusion Plan 2011 – 2015 · Knox Open Space Plan 2012 - 2022 · Knox Sustainable Environment Policy 2008 - 2018 · Sustainable Buildings Policy

4.2 Relevant Legislation · Disability Discrimination Act 1992 · National Construction Code

4.3 Charter of Human Rights · This policy has been assessed against and complies with the charter


· Sporting Reserve and Facility Development Guidelines · Sporting Club Financial Contributions Towards Reserve

Developments · Breach of Tenancy Agreement for Sporting Clubs · Reserve Strategic Development Plans · Untied Funding Policy

4.5 Related Council Procedures · Leisure Minor Capital Works Grant Scheme Procedure · Seasonal Tenancy Agreement · Knox Council Integrated Risk Management Process

5. DEFINITIONS

Abandonment of Grant

Where a funded organisation has not provided formal advice to Council that the grant will no longer be required due to changes in funding source or other circumstance before the deadline specified in this Policy.

Committee The Leisure Minor Capital Works Grant Scheme Committee comprising two Councillors who are appointed during the Mayoral Year.

Council Refers to Knox City Council, whether constituted before or after the commencement of this Policy.


Council Land Land and/or buildings managed by Council for the benefit of the Knox community.

Leisure Activities that are generally less structured and have less emphasis on competition than does sport.

Leisure and Sporting Organisations

Any not for profit legal entity that provides leisure or sporting opportunities for the Knox community, whether, active, passive, structured or unstructured.

New installations Facilities and equipment which are either not currently provided at the facility or where the existing provision has reached its end of life.

Occupancy Agreement

Formal agreement between Council and a community group specifying the conditions of occupancy of Council land. This may take the form of a lease, licence, or seasonal tenancy agreement. Casual hire arrangements are not included.

Outstanding Debt A debt with Council which is outside 90 days and where an agreed repayment plan is not in place, or where the debtor is consistently not meeting the terms of the agreed repayment plan.

Rescinded Grant Where a funded organisation has formally advised Council that the grant will no longer be required due to changes in funding source or other circumstances before the deadline specified in this Policy.

Scheme Refers to the Leisure Minor Capital Works Grants Scheme.

Sport Structured leisure activities of a physical nature.

Withdrawal of Grant

The removal of Council’s grant offer under this Scheme to the funded organisation.

6. COUNCIL POLICY

6.1 Eligibility 6.1.1 Leisure and Sporting Organisation Eligibility

In order to be eligible for funding under the Scheme, leisure and sporting organisations must:

· Be a not for profit organisation established under the Victorian Associations Incorporations Reform Act 2012, the Corporations Act 2001, or in another form considered appropriate by Knox City Council;

· Have an occupancy agreement to use Council land and/or buildings for leisure and sporting activities and programs;

· Have no outstanding debt with Council;


· Provide a minimum of one quotation for the proposed works; and

· Be able to provide evidence that the organisation’s contribution in the form of cash and/or in kind services can be met.

6.1.2 Exclusions Leisure and sporting organisations that fall into one of the following categories are not eligible for funding under the Scheme:

· Leisure and sporting organisations which do not meet the criteria specified in 6.1.1 above;

· Leisure and sporting organisations which have not met the Conditions of Funding specified in 6.2 relating to Leisure Minor Capital Works Grants awarded in the last two (2) years;

· Leisure and sporting organisations which have had a withdrawal of grant from Council in the last two (2) years;

· Leisure and sporting organisations which have abandoned a grant from Council in the last two (2) years; and

· Leisure and sporting organisations which have accumulated the level of points under the Breach of Tenancy Agreement for Sporting Clubs Policy which results in the club being ineligible for Council funding opportunities.

6.2 Conditions of Funding Grants allocated to leisure and sporting organisations from the Leisure Minor Capital Works Grants Scheme are made on the following conditions:

· All funded projects must be carried out by a registered practitioner with the required qualifications and insurance.

· Successful applicants are responsible for obtaining appropriate building, planning and environmental health permits, where applicable.

· Successful applicants must ensure adequate legal and insurance requirements are met, including but not limited to public liability insurance, incorporation and permits. Requirement levels will be determined by the approving Council unit.

· Successful applicants must utilise the funding only for the purpose for which the funds were granted and complete projects within the financial year the funding was allocated, unless an alternative written agreement is approved by Council to vary the timeframe.


· Council must be acknowledged in all publicity and promotional material relating to the project, including programs, flyers, advertisements, billboards, banners, and newsletters. The Council logo must be used in the correct format as supplied on request.

· Successful applicants must provide all requested documentation, enter into a Funding Agreement and where relevant, a Construction Agreement, before they are eligible to commence any works or receive the allocated grant funds.

· All Goods and Services Tax (GST) registered leisure and sporting organisations must provide proof of registration to Council prior to commencement of the project.

· Successful applicants must either have an Australian Business Number (ABN) or provide a Statement by Supplier (SbS) declaration.

6.3 Project Funding 6.3.1 Funding Ratios

The Council and organisation contributions for the Leisure Minor Capital Works Grant Scheme will be determined by the type of project being undertaken. The following table indicates the funding ratios applicable to each category. Council contributions will be in line with the funding ratios to a maximum of ten thousand dollars ($10,000) for any one project. The following types of projects will be considered in line with the funding ratios specified:

Table 1: Funding Ratios Project Maximum

Council Funding Ratio

Minimum Organisation Funding Ratio

Other Comments

Improvements to the facility’s social area

50% 50% Improvements in accordance with the Sporting Reserve and Facility Development Guidelines Policy.

Improvements to sporting pavilions and clubrooms

50% 50%

Sports lighting to Australian Standards

50% 50%

Installation of associated sporting infrastructure Eg. scoreboards, coaches’ boxes, seating, shade structures, timekeeper, players, scorers or ticketing shelters, goal posts.

50% (up to a maximum of $2,500 each)

50% New installations only.

Fencing

50% 50% For playing or practice facilities only.

Playing surfaces 50% 50% Internal sporting facilities and equipment

50% 50% Non-portable equipment permanently located at the facility only

Practice facilities 50% 50% Sustainability improvements

50% 50%


Defibrillators 50% 50% Projects to mitigate risk

70% 30%

Projects to resolve storage issues

70% 30%

6.3.2 Exclusions

The following types of projects will not be considered for funding:

· Applications which request financial assistance for ongoing administration and/or operational costs;

· Applications for the purchase of personal sporting goods, electrical appliances or other portable equipment which is not permanently located at the facility (excluding defibrillators);

· Applications for projects which are eligible to be funded under Council’s Community Development Fund;

· Applications for projects which have been funded under any other Council funding program;

· Applications for projects which have commenced prior to funding approval; and

· Bar facilities. Applications for improvements that exceed the nominated standards as defined within the Sporting Reserve and Facility Development Guidelines Policy will generally not be considered for funding. However, should applicants be able to demonstrate exceptional circumstances as to why Council should support a proposed improvement which exceeds the nominated standards, Council may consider the merits of such a request on a case by case basis. As part of this consideration, Council may choose to recommend funding below the funding ratio set out in 6.3.1 above. Applications for projects where the leisure and sporting activity in question is not included within the Sporting Reserve and Facility Development Guidelines Policy will be considered to be within nominated standards and eligible for consideration. Applications for projects which were not funded in previous years can be resubmitted for consideration, subject to the organisation and project meeting all eligibility criteria as detailed in this Policy.


Any application that does not meet the required minimum organisation funding ratio will automatically be assessed at the appropriate funding level. This includes where projects are submitted under the risk reduction category, where the risk is not assessed by Council as being medium, high or extreme under Council’s Integrated Risk Management Process. Council will not fund contingency sums included as part of the initial application. However, organisations will be eligible to apply for contingency sums should the need arise in accordance with the process set out in 6.8.4 below.

6.3.3 Defibrillators Where grants are awarded for the purchase of defibrillators, Council will not be held liable in the event of an injury or death as a result of misuse, the equipment malfunctioning, a lack of maintenance or lack of trained operators.

6.4 Application Process 6.4.1 Timelines

Grants will be advertised once per year. The grant application process will involve the following:

Call for applications Late February

Closing date for applications Late May

Assessment period June

Officers seek Council endorsement of Committee recommendations

July

Grant applicants notified Early August

Grant ceremony August

Grant acceptance due to Council 31 August

Funded period 1 August to 31 May

6.4.2 Late Submission All applications need to be completed and returned by the advertised closing date. No extensions to the closing date will be given and any applications received after the deadline are ineligible and will not be assessed. These applications will be noted on the assessment commentary and reported to Council.

6.4.3 Incomplete or Imprecise Applications Applications that are incomplete or imprecise may be disadvantaged in the assessment process. Where there is a query regarding information provided, the applicants will be contacted within ten (10) days of the submission period closing.


6.5 Application Guidelines 6.5.1 Multiple Applications

Organisations are permitted to submit one (1) application per funding period for projects to carry out minor capital works and one (1) application per funding period for the purchase of a defibrillator. Where more than one (1) application for minor capital works is submitted, the first application received will be included for assessment and the second application will be deemed ineligible. Where there are more than one local branches of a larger regional, state or national body, each local branch within the municipality will be eligible to apply independently provided the branch is recognised by the larger body and all other eligibility requirements are met. Applications from the same organisation in the same funding period for a minor capital works project and a defibrillator must be submitted on separate application forms.

6.5.2 Volunteer Labour and In-Kind Support Council recognises the important role that volunteers play within leisure and sporting organisations and the contribution that volunteer labour and in-kind support can make to improvement works at leisure and sporting facilities. Council will accept in-kind support as a proportion of the financial contribution that organisations make to projects funded under the Scheme. A breakdown of in-kind support must be provided during the application process. To ensure consistency across all organisations, in-kind contributions will be calculated using a set hourly rate for labour volunteers. This will be calculated based upon the most recent ‘average hourly cash earnings ordinary time’ for full-time non-managerial adult employees as reported by the Australian Bureau of Statistics dataset 6306.0 or equivalent where this dataset is not available or superseded. The rate will be set out in the application guidelines. Contributions made by tradespeople providing in-kind support in their area of expertise will be provided by the applicant based upon the regular hourly rate of the tradesperson carrying out the works. Council will assess the rate provided to ensure this is fair and reasonable. Donations of materials and equipment will be provided by the applicant based upon retail cost. Council will assess the calculation provided to ensure this is fair and reasonable. Applicants including volunteer and in-kind support as an element of their contribution to the project must provide evidence of the level of support provided as part of the evaluation process.


Applicants should note that projects carried out with in-kind support are required to adhere to all other conditions set out within this Policy and the Funding and Construction Agreements.

6.5.3 In-Principle Support Organisations will be required, if applicable, to contact Council prior to application to obtain in-principle support for their applications from departments whose activities may be impacted by the proposed works. The purpose of obtaining in-principle support is to ensure that the project scope is in line with Council’s strategic plans for the land. Advice on the relevant department to contact will be provided to organisations as part of the application guidelines. Applicants may be required to make amendments in order to obtain in-principle approval. Any additional costs that arise due to changes in project scope will be the responsibility of the applicant; however successful applicants will be able to apply for contingency funding as per 6.8.4 below. Applicants receiving in-principle approval will be required to follow normal Council works approval processes in line with the requirements set out in 6.2 above prior to commencing the project. All applications submitted for consideration will be circulated to relevant Council Officers for comment prior to the formal assessment process. Council Officers giving in-principle support prior to submission and/or comments prior to assessment will not be involved in the ranking of final applications submitted to the Scheme.

6.6 Assessment Criteria Assessment of all applications will be undertaken by the Leisure Minor Capital Works Grants Scheme Committee, comprising two Councillors who are appointed for the Mayoral Year. The Committee acts in an advisory capacity only and has no delegated authority to make decisions on behalf of Council. The panel will make recommendations for consideration and endorsement by Council at the July Council meeting. Applications are assessed on the following criteria:

The application clearly demonstrates the need for the project and the level of benefit to the community. 50%

The application demonstrates alignment with Council’s strategic priorities. 20%

The project addresses a risk or safety issue. 15%

The degree to which the applicant can demonstrate clear financial need and ability to deliver the project. 15%


Not all applications submitted may be funded by Council. Decisions regarding funding are made at Council’s absolute discretion and are final. No appeals regarding the allocation of funding will be considered by Council.

6.7 Grant Management 6.7.1 Grant Offers

Leisure and sporting organisations awarded a grant will be notified in line with the timeline in 6.4.2 above. Organisations will be required to confirm their acceptance of the grant and provide an indicative schedule of works no later than 31 August of the current year. The indicative schedule of works will be deemed to form part of the organisation’s conditions of funding and failure to carry out projects in line with the timelines provided may result in the withdrawal of the grant.

6.7.2 Grants Ceremony Successful applicants will be required to attend an awards night which will be held in line with the timeline in 6.4.2 above.

6.7.3 Funding Agreements Successful applicants will be required to enter into a formal Funding Agreement and, where relevant, a Construction Agreement. The expiry date of the Funding Agreement will be no later than 31 May of the financial year for which the grant has been awarded. Grant recipients are not permitted to commence works until the agreement/s have been signed by both the funded organisation and Council and formal approval to commence works provided.

6.7.4 Works Approval Successful applicants must not commence works to any Council facility without obtaining written consent from Council. Failure to obtain approval prior to carrying out works may result in withdrawal of the grant and/or the application of sanctions available under the organisation’s Occupancy Agreement.

6.7.5 Payment of Claims Grants will be paid to successful applicants by cheque. Funding must be deposited and maintained in a banking institution and not invested outside that institution without written approval. Successful applicants will receive 50% of their grant upon Council’s receipt of the signed funding agreement and associated documentation.


The remaining 50% of the grant will be released upon receipt of a detailed completed evaluation form for the project, including financial and expenditure details, evidence of volunteer hours and in-kind support and confirmation by Council staff that the works have been completed satisfactorily and in line with the original proposal. Evaluation forms must be submitted within one month of the project completion. No grant payments will be made after 31 May of the financial year for which the grant is awarded, unless an extension has previously been approved in writing by Council. The Chief Executive Officer will be responsible for determining requests for extensions.

6.7.6 Maintenance of Works It is the responsibility of the funded organisation to carry out any required repair or maintenance works for facilities installed or upgraded through this Scheme in line with the maintenance responsibilities set out in the organisation’s Occupancy Agreement, unless otherwise agreed by Council in writing.

6.8 Budget and Allocations 6.8.1 Budget

Council’s financial contribution to develop and improve sporting facilities is subject to available funding and will be determined as part of Council’s budget process.

6.8.2 Rescinded and Abandoned Grants Should a grant recipient decide to rescind their grant, they are required to notify Council as soon as practicable. Any rescinded grant funds will be returned to the budget and allocated as set out in 6.8.4 below in order of priority. Grant recipients who formally rescind their grant prior to December 31 in the current grant year will be deemed to have met the conditions of funding and remain eligible to apply for the Scheme in future years. Leisure and sporting organisations who do not formally notify Council by December 31 in the current grant year of their intention to rescind will be considered to have abandoned the grant and be excluded from consideration for any further grant funding from Council in the next two (2) budget years, as per the exclusions in 6.1.2 above. Abandoned grant funds will be will be returned to the budget and allocated as set out in 6.8.4 below in order of priority.


6.8.3 Unallocated Budget Any funds unallocated following the assessment of applications and awarding of grants by the Leisure Minor Capital Works Grants Scheme will remain in the budget for further allocation as per 6.8.4 below.

6.8.4 Reallocation of Unspent Funds Any funds remaining in the budget following the assessment of applications and awarding grants, or notification of a rescinded, abandoned or withdrawn grant will be allocated in line with the priorities below.

6.8.4.1 Unsuccessful Applications The first priority is to award funding to an application from the current financial year that was not successful solely due to a lack of available budget during the initial assessment process. Applications which were ineligible or where the proposed projects were assessed as being unsuitable are not eligible to receive a grant under this process. The likelihood of works being completed in the current financial year will be part of the consideration with grants only awarded where projects are able to be completed by the May 31 deadline as per 6.4.2 above. Any funding available would be directed to the project with the highest ranking of all eligible unsuccessful applications, subject to the funding available being equal to, or in excess of, the funding requested.

6.8.4.2 Contingency Where it is not possible to make a grant to an unsuccessful applicant, the funds are to be retained in the grant budget as a contingency sum. Grant recipients are able to apply for additional funding where costs have increased unexpectedly. Applications for additional funds must be in writing and will be assessed by Council officers and recommendations presented to the Chief Executive Officer for approval. Any awards made must be in line with the funding ratios and maximum awards as outlined in 6.3.1 above.

6.8.4.3 Council Run Minor Capital Works Projects Where the options outlined in 6.8.4.1 and 6.8.4.2 are not available, proposed projects for the purpose of upgrading and improving leisure and sporting facilities for the Knox community will be assessed by Council officers using the current Scheme assessment criteria and rankings will be presented to the Committee to determine the projects to proceed. Where applicable, the ranking and approval process will take place in January with all funded projects to be completed within the current financial year.


6.8.5 Unspent Grant Funds Formal advice of unexpended funds is required and funds not expended by the grant recipient for the purposes outlined in the application must be returned to Council unless agreement has been reached to use these funds for other approved purposes. Should a project be completed under budget, the final payment will be reduced to ensure that the amount paid to recipients remains in line with the funding ratios as specified in 6.3.1. Funds allocated to a grant recipient which remain unaccounted for or remain unspent and are not returned to Council shall be treated as the same for any debt payable to Council and the grant recipient will be deemed as not meeting the conditions of funding.

267 COUNCIL – COMMUNITY SERVICES 25 February 2014 APPENDIX B – Changes to the current Recreation Minor Capital Works Grants Scheme Policy

KNOX POLICY

RECREATION LEISURE MINOR CAPITAL WORKS GRANT

SCHEME POLICY

Policy Number:

Issued by Governance


Approval by:


Leisure Contracts and Projects Officer

Approval Date:

2011 TBC Version Number:

1 TBC

Review Date:

30 June 2014 28 February 2017

1. PURPOSE

This Recreation Minor Capital Works Policy covers the provision of Council Recreation Minor Capital Works Grants to community recreation groups and sporting organisations who The Leisure Minor Capital Works Grant Scheme (the Scheme) provides funding to leisure and sporting organisations which wish to undertake facility improvement projects or minor capital works upon Council’s recreation reserves and facilities. on land owned or managed by Council which is utilised for leisure and sporting purposes. The policy also supports the provision of defibrillators within council facilities. The Policy directs the type and level of funds that Council will provide for a given project and conditions for application and receipt of grants. The Policy will facilitate the development of new and / or improved recreation facilities upon Council’s recreation reserves, including the provision of defibrillators, and encourage community involvement in the development of sport and recreation initiatives in partnership with Knox City Council. The purpose of the Leisure Minor Capital Works Grant Scheme Policy is to provide a consistent process within Council on the type and level of funds that Council may award to a given project under the Leisure Minor Capital Works Grant Scheme.

2. CONTEXT

The Recreation Leisure Minor Capital Works Grant Scheme Policy was developed to identify a consistent process within Council for the allocation of financial assistance to community recreation groups leisure and sporting organisations that wish seek to develop, new or upgrade or redevelop existing sporting or recreation leisure and sporting facilities. The Policy seeks to fulfil the following key principles identified within Council’s Recreation Plan 2004-2013


· Respond to changing needs and demands within the community; and · Provide opportunities for people to connect with their community,

enhance their quality of life, and achieve lifelong health and wellbeing benefits.

· Ensure best practice with the planning and development on infrastructure projects.

The Policy aims to facilitate the development of new and/or improved leisure facilities upon Council land, and encourage community involvement in the development of leisure and sport initiatives in partnership with Knox City Council.

3. SCOPE

This Policy applies to all leisure and sporting organisations or community recreation groups that are tenants of have a licence for have an occupancy agreement for the use of Knox City Council owned recreation reserve facilities Council land for leisure and sporting activities. The Policy encompasses financial support through administering grants to the Knox recreation and sporting community. Funding ratios for projects will be provided in accordance with table 1 in section 6 of this Policy. The maximum contribution Council will make to any one project is $10,000. Council contribution to the purchasing of defibrillators is limited to 50% of the total cost, up to a maximum grant of $500. The installation of defibrillation devices is the responsibility of the club.

The Policy provides guidance to both Council and the community with regards to planning and development of infrastructure improvements relating to leisure and sporting activities and opportunities and the provision of defibrillators. The Policy It does not remove Council’s responsibilities or obligations under a number of legislative and policy documents including: those set out in Item 4 below. Disability Discrimination Act 1992 (Federal) Access & Inclusion Policy (Knox City Council) Graffiti & Vandalism Action Plan (Knox City Council) Water Sensitive Urban Design Framework (Knox City Council) Crime prevention for Environmental Design Principles (Knox City Council) Building Code of Australia

4. REFERENCES

4.1 Related Council Plans · City Plan 2013 – 2017 · Health and Wellbeing Strategy 2013 – 2017 · Knox Leisure Plan 2014 – 2019 (Draft) · Knox Access and Inclusion Plan 2011 – 2015 · Knox Open Space Plan 2012 - 2022


· Knox Sustainable Environment Policy 2008 - 2018 · Sustainable Buildings Policy

4.2 Relevant Legislation · Disability Discrimination Act 1992 · National Construction Code

4.3 Charter of Human Rights · This policy has been assessed against and complies with the charter


· Sporting Reserve and Facility Development Guidelines · Sporting Club Financial Contributions Towards Reserve

Developments · Breach of Tenancy Agreement for Sporting Clubs · Reserve Strategic Development Plans · Untied Funding Policy · Knox Policy – Sporting Club Financial Contributions Towards

Reserve Developments (2011) · Sporting Reserve and Facility Development Guidelines Policy

September 2011 (version 2) · Knox City Council Integrated Risk Management Process · Sporting Reserve Facility Development Policy (Policy No. 2003/14) · Debt Management and Collection Policy (Policy No. 2004/12) · Recreation Plan 2004/2013 · Capital Works Program 2009-13 Ranking Criteria – 4000 Structured

Sporting Reserve Facilities 4.5 Related Council Procedures

· Leisure Minor Capital Works Grant Scheme Procedure · Seasonal Tenancy Agreement · Knox Council Integrated Risk Management Process · Guidelines for sporting clubs to undertake building and construction

works.

5. DEFINITIONS Detail any definitions within the policy.

Abandonment of Grant

Where a funded organisation has not provided formal advice to Council that the grant will no longer be required due to changes in funding source or other circumstance before the deadline specified in this Policy.

Committee The Leisure Minor Capital Works Grant Scheme Committee comprising two Councillors who are appointed during the Mayoral Year.

Council Refers to Knox City Council, whether constituted before or after the commencement of this Policy.


Community Recreation Groups

Comprises not for profit incorporated groups that provide recreation community benefit throughout Knox, active or passive, structured or unstructured.

Sporting Organisations:

Comprises not for profit sporting groups, clubs, associations that provide sporting opportunities for the Knox Community.

Management Rights:

Responsibility for overseeing day to day operations and activities of a facility as set out in the licence agreement.

Licence Agreement:

Formal agreement between Council and a community group specifying the conditions of occupancy of a Council facility.

Incorporated Association:

An Association that is incorporated under the Association Incorporation Act 1981.

Council Land Land and/or buildings managed by Council for the benefit of the Knox community.

Leisure Activities that are generally less structured and have less emphasis on competition than does sport.

Leisure and Sporting Organisations

Any not for profit legal entity that provides leisure or sporting opportunities for the Knox community, whether, active, passive, structured or unstructured.

New installations Facilities and equipment which are either not currently provided at the facility or where the existing provision has reached its end of life.

Occupancy Tenancy Agreement

Formal agreement between Council and a community group specifying the conditions of occupancy of a Council land facility. Generally the Tenancy Agreement is allocated to seasonal clubs and they have access for six months of the year. This may take the form of a lease, licence, or seasonal tenancy agreement. Casual hire arrangements are not included.

Debt: Clubs or groups that have a debt with Council under 90 days or are consistently meeting their repayment plan.

Outstanding Debt Clubs or groups that have a A debt with Council which is outside 90 days and where an agreed repayment plan is not in place, or are not where the debtor is not consistently not meeting their the terms of the agreed repayment plan with Council.


Defibrillators An electronic apparatus used to counteract fibrillation through the application of a short electrical shock to the heart.

Rescinded Grant Where a funded organisation has formally advised Council that the grant will no longer be required due to changes in funding source or other circumstances before the deadline specified in this Policy.

Scheme Refers to the Leisure Minor Capital Works Grants Scheme.

Sport Structured leisure activities of a physical nature.

Withdrawal of Grant

The removal of Council’s grant offer under this Scheme to the funded organisation.

6. COUNCIL POLICY The Council / Club contributions for the Recreation Minor Capital Works Scheme will be determined by the type of project. The following table indicates Council and clubs’ percentage level of funding contribution with the maximum Council contribution for any one project being ten thousand dollars ($10,000) for Minor Capital Works projects, or five hundred dollars ($500) for defibrillation devices;

Table 1: Type of Project Maximum

Council Contribution

Minimum Club

Contribution

Other Comments.

Improvements to the facility‘s social area

50% 50% Improvements in accordance with the Sporting Reserve and Facility Development Guidelines Policy. (Excluding bar facilities)

Bar facilities 0% 100% Maintenance is clubs responsibility Improvements to sporting pavilion.

0% 100% Pavilion improvements exceeding the Sporting Reserve and Facility Development Guidelines Policy

Improvements to sporting pavilion.

50% 50% Improvements in accordance with the Sporting Reserve and Facility Development Guidelines Policy

Sports lighting (to Australian Standards)

50% 50% Maintenance is clubs responsibility

Development of new or improved external infrastructure upon recreation reserves i.e.

50% 50% Maintenance is clubs responsibility

Scoreboards 50% 50% Maintenance is clubs responsibility Coaches boxes 50% 50% Maintenance is clubs responsibility Seating 50% 50% Maintenance is clubs responsibility Shade structures 50% 50% Maintenance is clubs responsibility Timekeeper shelters 50% 50% Maintenance is clubs responsibility Player shelters 50% 50% Maintenance is clubs responsibility Ticketing shelters 50% 50% Maintenance is clubs responsibility Scorer shelters 50% 50% Maintenance is clubs responsibility Goal posts (new) 50% 50% Maintenance is clubs responsibility Fencing / caging 50% 50% Includes players races, cricket nets,

batting cages, playing fields etc. Specialised playing surfaces 50% 50% Includes tennis courts, and

baseball/softball infields and diamonds,


hockey fields and synthetic cricket surfaces

Concrete cricket wicket replacement

50% 50% Prior to end of asset life

Additional cricket practice wickets (turf/concrete)

50% 50% Works includes additional amenities such as caging, water supply and site reinstatement.

Projects to mitigate risk 70% 30% Areas of importance: If a proposed project can mitigate an identified risk, up to 70% of funding can be provided by Council. Council’s Integrated Risk Management Process will be utilised and the identified risk must be assessed as medium or higher to apply.


70% 30% Areas of importance. Shortage of storage facilities leading to risk management issues.

Projects to produce water savings

70% 30% Water sustainability - includes water Tanks etc

Defibrillators 50% up to a maximum grant of $500

50% Maintenance, installation and training is clubs responsibility.

Council’s financial contribution to develop / improve sporting facilities is subject to available funding and will be determined as part of Council’s budget process. Should community recreation groups and sporting organisations be able to demonstrate exceptional circumstances as to why Council should support a proposed improvement which exceeds the nominated standards (as defined within Knox Policy – Sporting Reserve and Facility Development Guidelines Policy), Council may consider the merits of such a request on a case by case basis. 6.1 Eligibility Criteria

6.1.1 Who can be funded? Leisure and Sporting Organisation Eligibility In order to be eligible for funding under the Scheme, leisure and sporting organisations must:

· Incorporated, locally based, not for profit community recreation groups and sporting organisations that have an ongoing agreement to use Council’s recreation reserves and / or pavilions; and

· Community recreation groups and sporting organisations that can demonstrate the capacity to manage and be accountable for the funds and project and are able to demonstrate that residents are involved in the planning and management of their activities; and


· Be a not for profit organisation established under the Victorian Associations Incorporations Reform Act 2012, the Corporations Act 2001, or in another form considered appropriate by Knox City Council;

· Have an occupancy agreement to use Council land and/or buildings for leisure and sporting activities and programs;

· Have no outstanding debt with Council; · Provide a minimum of one quotation for the proposed

works; and · Be able to provide evidence that the Community

recreation groups and sporting organisation’s that can demonstrate their contribution in the form of cash, voluntary services and/or in-kind support can be met.

· Applicants that have an approved debt repayment plan and have met these obligations.

6.1.2 What will not be funded? Exclusions Leisure and sporting organisations that fall into one of the following categories are not eligible for funding under the Scheme:

· Leisure and sporting organisations which do not meet the criteria specified in 6.1.1 above;

· Community recreation groups and sporting organisations administration or operational costs i.e. repair of equipment, rates, utilities, telephone and other recurring costs.

· The purchase of equipment such as sporting goods or electrical appliances, which are not a permanent fixture of the facility (except for defibrillators).

· Applicants who Leisure and sporting organisations which have not met the Conditions of Funding requirements for a Minor Capital Works Grant allocation during the last 3 years specified in 6.2 relating to Leisure Minor Capital Works Grants awarded in the last two (2) years;

· Applicants other than those referred in section 6.1.1 that has an outstanding debt with Council.

· Applicants that do not provide a clear statement of their financial position.

· Works which have commenced prior to funding approval (projects will not be funded retrospectively).

· More than one capital project and defibrillator request for funding in a twelve month period

· Leisure and sporting organisations which have had a withdrawal of grant from Council in the last two (2) years;

· Leisure and sporting organisations which have abandoned a grant from Council in the last two (2) years; and


· Leisure and sporting organisations which have accumulated the level of points under the Breach of Tenancy Agreement for Sporting Clubs Policy which results in the club being ineligible for Council funding opportunities.

6.2 Selection Criteria

All projects must support Council’s Community and Council Plan and Council’s Recreation Plan 2004-13 and will be ranked in line with the Capital Works Program 2009-2013 – Ranking Criteria – 4000 Structured Sporting Reserve Facilities are prioritised according to the following criteria:

· Involvement of local people in the planning and implementation of the project.

· The degree of organisational self-help and contribution. · The applicant’s ability to complete the project in a

specific time and in a quality manner (ability to complete a project in the nominated timeframe in previous years will be taken into account).

· Projects that meet a demonstrated need and are relevant to the community.

· The project application demonstrates realistic budgeting (has a quote and/or cost plan to support).

6.2 6.3 Conditions of Funding

Grants allocated to community recreation groups leisure and sporting organisations from the Leisure Recreation Minor Capital Works Grants Scheme are made on the following conditions:

· Projects will not be funded retrospectively. · All funded projects must be completed carried out by a registered

practitioner with the required qualifications and insurance. · A Council imposed condition of the grant is all projects will require

a building permit to be acquired (where applicable). · Successful applicants are responsible for obtaining appropriate

building, planning and environmental health permits, where applicable.

· Funds will be allocated only for identified purposes with specific expenditure estimates provided.

· All Successful applicants must ensure adequate legal and insurance requirements are provided met, ie. including but not limited to public liability insurance, incorporation and relevant building, planning and environmental health permits. Requirement levels will be determined by the approving Council unit.

· Organisations Successful applicants must utilise the funding only for the stated purpose for which the funds were granted and have completed projects within the current financial year the funding


was allocated for, unless an alternative written agreement is approved by Council to vary the timeframe.

· Council must be acknowledged in all publicity and promotional material relating to the project, including programs, flyers, advertisements, billboards, and banners, and newsletters. The Council logo must be used in the correct format as supplied on request.

· All Successful organisations applicants must provide all requested documentation, enter into a Funding Agreement and where relevant, sign a Construction Agreement and a Funding Agreement, before they are eligible to receive the allocated funds commence any works or receive the allocated grant funds.

· The funded organisation must obtain an Australian Business Number (ABN) and provide this to Council prior to commencement of the project.

· All Goods and Services Tax (GST) registered clubs leisure and sporting organisations must provide proof of registration to Council prior to commencement of the project. Council recommends that clubs contact the Australian Taxation Office regarding GST registration.

· Successful applicants must either have an Australian Business Number (ABN) or provide a Statement by Supplier (SbS) declaration.

· All successful organisations must be represented at the awards night and collect their certificate.

6.3 Project Funding 6.3.1 Funding Ratios

The Council and organisation contributions for the Leisure Minor Capital Works Grant Scheme will be determined by the type of project being undertaken. The following table indicates the funding ratios applicable to each category. Council contributions will be in line with the funding ratios to a maximum of ten thousand dollars ($10,000) for any one project. The following types of projects will be considered in line with the funding ratios specified:

Table 1: Funding Ratios Project Maximum

Council Funding Ratio

Minimum Organisation Funding Ratio

Other Comments

Improvements to the facility’s social area

50% 50% Improvements in accordance with the Sporting Reserve and Facility Development Guidelines Policy.

Improvements to sporting pavilions and clubrooms

50% 50%

Sports lighting to Australian Standards

50% 50%


Installation of associated sporting infrastructure Eg. scoreboards, coaches’ boxes, seating, shade structures, timekeeper, players, scorers or ticketing shelters, goal posts.

50% (up to a maximum of $2,500 each)

50% New installations only.

Fencing

50% 50% For playing or practice facilities only.

Playing surfaces 50% 50% Internal sporting facilities and equipment

50% 50% Non-portable equipment permanently located at the facility only

Practice facilities 50% 50% Sustainability improvements

50% 50%

Defibrillators 50% 50% Projects to mitigate risk

70% 30%


70% 30%

6.3.2 Exclusions

The following types of projects will not be considered for funding:

· Applications which request financial assistance for ongoing administration and/or operational costs;

· Applications for the purchase of personal sporting goods, electrical appliances or other portable equipment which is not permanently located at the facility (excluding defibrillators);

· Applications for projects which are eligible to be funded under Council’s Community Development Fund;

· Applications for projects which have been funded under any other Council funding program;

· Applications for projects which have commenced prior to funding approval; and

· Bar facilities. Applications for improvements that exceed the nominated standards as defined within the Sporting Reserve and Facility Development Guidelines Policy will generally not be considered for funding. However, should applicants be able to demonstrate exceptional circumstances as to why Council should support a proposed improvement which exceeds the nominated standards, Council may consider the merits of such a request on a case by case basis. As part of this consideration, Council may choose to recommend funding below the funding ratio set out in 6.3.1 above. Applications for projects where the leisure and sporting activity in question is not included within the Sporting Reserve and Facility Development Guidelines Policy will be considered to be within nominated standards and eligible for consideration.


Applications for projects which were not funded in previous years can be resubmitted for consideration, subject to the organisation and project meeting all eligibility criteria as detailed in this Policy. Any application that does not meet the required minimum organisation funding ratio will automatically be assessed at the appropriate funding level. This includes where projects are submitted under the risk reduction category, where the risk is not assessed by Council as being medium, high or extreme under Council’s Integrated Risk Management Process. Council will not fund contingency sums included as part of the initial application. However, organisations will be eligible to apply for contingency sums should the need arise in accordance with the process set out in 6.8.4 below.

6.3.3 Defibrillators Where grants are awarded for the purchase of defibrillators, Council will not be held liable in the event of an injury or death as a result of misuse, the equipment malfunctioning, a lack of maintenance or lack of trained operators.

6.4 Application and Selection Process 6.4.1 Application Timelines

· The Leisure Projects Officer within the Youth, Leisure & Cultural Services Department is responsible for the coordination of the Grant Scheme.

· Funds will only be provided for projects stated on the appropriate application form.

· All application forms need to be completed and returned by the advertised closing date. No extensions to the closing date will be given. Any projects received after the closing date will be deemed non compliant and ineligible for funding. These projects will still be noted within the assessment commentary and reported to Council.

· The grants will be advertised once per year in late February. Where appropriate and feasible, community recreation groups and sporting organisations may be advised of the grant availability by letter and email.

Grants will be advertised once per year. The grant application process will involve the following:

· Call for Grant applications · Closing date for Grant applications · Knox City Council Recreation Minor Capital Works Grant

Scheme Committee meet to assess Grant applications · Applications presented to Council for endorsement · Grant applicants notified · Grant awards ceremony · Meetings with clubs held to arrange signing of funding

agreements


· Funds distributed

Call for applications Late February

Closing date for applications Late May

Assessment period June

Officers seek Council endorsement of Committee recommendations

July

Grant applicants notified Early August

Grant ceremony August

Grant acceptance due to Council 31 August

Funded period 1 August to 31 May

6.4.2 Late Submission All applications need to be completed and returned by the advertised closing date. No extensions to the closing date will be given and any applications received after the deadline are ineligible and will not be assessed. These applications will be noted on the assessment commentary and reported to Council.

6.4.3 Incomplete or Imprecise Applications Applications that are incomplete or imprecise may be disadvantaged in the assessment process. Where there is a query regarding information provided, the applicants will be contacted within ten (10) days of the submission period closing.

6.5 Accountability 6.5.1 Reporting Requirements

· Community recreation groups and sporting organisations that receive funding must submit a financial statement, evaluation report and copies of any promotional material to Council within one month of the completion of the project. Recipients who fail to provide an evaluation report will not receive the final payment and will not be eligible for future funding.

6.5.2 Payment of Claims

· Grants will be paid to successful applicants by cheque. Funding must be deposited and maintained in a Bank and not invested outside that Bank without written approval.

· Successful applicants will receive 50% of their grant upon Council’s receipt of the signed funding agreement and associated documentation.

· Upon receiving a detailed completed evaluation form of the project including expenditure / financial details, the remaining 50% of the grant will be released. The applicant is required to submit a signed statement itemising all costs associated with the project as part of this claim.

· No grant payments will be made after 31 May of the following year, unless an extension is approved in writing by Council.

6.5.3 Unspent Club Grant Funds


· Formal advice of unexpended funds is required and funds not expended by the community recreation groups and sporting organisations for the purpose outlined in the application shall be returned to Council unless agreement has been reached to use these funds for other approved purposes. The Recreation Minor Capital Works Grants Committee will assess these requests.

· Funds which remain unaccounted for or remain unspent and are not returned to Council, shall be treated the same as for any debt payable to Council.

6.5.4 Defibrillation Devices

· Council will not be held liable in the event of an injury or death as a result of misuse, the equipment malfunctioning, a lack of maintenance or lack of trained defibrillator operators.

6.5 Application Guidelines 6.5.1 Multiple Applications

Organisations are permitted to submit one (1) application per funding period for projects to carry out minor capital works and one (1) application per funding period for the purchase of a defibrillator. Where more than one (1) application for minor capital works is submitted, the first application received will be included for assessment and the second application will be deemed ineligible. Where there are more than one local branches of a larger regional, state or national body, each local branch within the municipality will be eligible to apply independently provided the branch is recognised by the larger body and all other eligibility requirements are met. Applications from the same organisation in the same funding period for a minor capital works project and a defibrillator must be submitted on separate application forms.

6.5.2 Volunteer Labour and In-Kind Support Council recognises the important role that volunteers play within leisure and sporting organisations and the contribution that volunteer labour and in-kind support can make to improvement works at leisure and sporting facilities. Council will accept in-kind support as a proportion of the financial contribution that organisations make to projects funded under the Scheme. A breakdown of in-kind support must be provided during the application process. To ensure consistency across all organisations, in-kind contributions will be calculated using a set hourly rate for labour volunteers. This will be calculated based upon the most recent ‘average hourly cash earnings ordinary time’ for full-time non-managerial adult employees as reported by the Australian


Bureau of Statistics dataset 6306.0 or equivalent where this dataset is not available or superseded. The rate will be set out in the application guidelines. Contributions made by tradespeople providing in-kind support in their area of expertise will be provided by the applicant based upon the regular hourly rate of the tradesperson carrying out the works. Council will assess the rate provided to ensure this is fair and reasonable. Donations of materials and equipment will be provided by the applicant based upon retail cost. Council will assess the calculation provided to ensure this is fair and reasonable. Applicants including volunteer and in-kind support as an element of their contribution to the project must provide evidence of the level of support provided as part of the evaluation process. Applicants should note that projects carried out with in-kind support are required to adhere to all other conditions set out within this Policy and the Funding and Construction Agreements.

6.5.3 In-Principle Support Organisations will be required, if applicable, to contact Council prior to application to obtain in-principle support for their applications from departments whose activities may be impacted by the proposed works. The purpose of obtaining in-principle support is to ensure that the project scope is in line with Council’s strategic plans for the land. Advice on the relevant department to contact will be provided to organisations as part of the application guidelines. Applicants may be required to make amendments in order to obtain in-principle approval. Any additional costs that arise due to changes in project scope will be the responsibility of the applicant; however successful applicants will be able to apply for contingency funding as per 6.8.4 below. Applicants receiving in-principle approval will be required to follow normal Council works approval processes in line with the requirements set out in 6.2 above prior to commencing the project. All applications submitted for consideration will be circulated to relevant Council Officers for comment prior to the formal assessment process. Council Officers giving in-principle support prior to submission and/or comments prior to assessment will not be involved in the ranking of final applications submitted to the Scheme.

6.6 6.4.2 Assessment Criteria

· Each project will be assessed against the Selection and Eligibility Criteria (as per 6.1 and 6.2 above).


· Applications are assessed by Council’s Recreation Minor Capital Works Committee comprising two Councillors who are appointed during the ‘Mayoral’ year.

· As determined by the Committee some applicants maybe requested to provide additional information through the amendment process.

· A priority ranking ratio included in selection criteria will be given to applicants who have not received grants in the previous three years.

· Applications will be recommended for funding and will be presented to Council for endorsement and approval.

· Not all applications submitted may be funded. Decisions regarding funding applications are final. No appeals regarding the allocation of grants will be considered by Council.

· For an application to be assessed, all supporting information must be provided eg, written quote, copy of bank statements to demonstrate the financial position of the community recreation groups and sporting organisations club, with the club to meet the required funding ratios. If these requirements are not met the grant will be deemed non compliant and ineligible for funding and not be assessed. This application will still be noted within the assessment commentary.

· Any application received after the closing date will be deemed non compliant and ineligible for funding and not be assessed. This application will still be noted within the assessment commentary.

· Any application that does not meet the funding ratios will be deemed non compliant and ineligible for funding and not be assessed. This application will still be noted within the assessment commentary and reported to Council.

Assessment of all applications will be undertaken by the Leisure Minor Capital Works Grants Scheme Committee, comprising two Councillors who are appointed for the Mayoral Year. The Committee acts in an advisory capacity only and has no delegated authority to make decisions on behalf of Council. The panel will make recommendations for consideration and endorsement by Council at the July Council meeting. Applications are assessed on the following criteria:

The application clearly demonstrates the need for the project and the level of benefit to the community. 50%

The application demonstrates alignment with Council’s strategic priorities. 20%

The project addresses a risk or safety issue. 15%

The degree to which the applicant can demonstrate clear financial need and ability to deliver the project. 15%

Not all applications submitted may be funded by Council. Decisions regarding funding are made at Council’s absolute discretion and are final. No appeals regarding the allocation of funding will be considered by Council.

6.7 Grant Management 6.7.1 Grant Offers

Leisure and sporting organisations awarded a grant will be notified in line with the timeline in 6.4.2 above. Organisations


will be required to confirm their acceptance of the grant and provide an indicative schedule of works no later than 31 August of the current year. The indicative schedule of works will be deemed to form part of the organisation’s conditions of funding and failure to carry out projects in line with the timelines provided may result in the withdrawal of the grant.

6.7.2 Grants Ceremony Successful applicants will be required to attend an awards night which will be held in line with the timeline in 6.4.2 above.

6.7.3 Funding Agreements Successful applicants will be required to enter into a formal Funding Agreement and, where relevant, a Construction Agreement. The expiry date of the Funding Agreement will be no later than 31 May of the financial year for which the grant has been awarded. Grant recipients are not permitted to commence works until the agreement/s have been signed by both the funded organisation and Council and formal approval to commence works provided.

6.7.4 Works Approval Successful applicants must not commence works to any Council facility without obtaining written consent from Council. Failure to obtain approval prior to carrying out works may result in withdrawal of the grant and/or the application of sanctions available under the organisation’s Occupancy Agreement.

6.7.5 Payment of Claims Grants will be paid to successful applicants by cheque. Funding must be deposited and maintained in a banking institution and not invested outside that institution without written approval. Successful applicants will receive 50% of their grant upon Council’s receipt of the signed funding agreement and associated documentation. The remaining 50% of the grant will be released upon receipt of a detailed completed evaluation form for the project, including financial and expenditure details, evidence of volunteer hours and in-kind support and confirmation by Council staff that the works have been completed satisfactorily and in line with the original proposal. Evaluation forms must be submitted within one month of the project completion. No grant payments will be made after 31 May of the financial year for which the grant is awarded, unless an extension has previously been approved in writing by Council. The Chief Executive Officer will be responsible for determining requests for extensions.

6.7.6 Maintenance of Works


It is the responsibility of the funded organisation to carry out any required repair or maintenance works for facilities installed or upgraded through this Scheme in line with the maintenance responsibilities set out in the organisation’s Occupancy Agreement, unless otherwise agreed by Council in writing.

6.8 Budget and Allocations 6.8.1 Budget

Council’s financial contribution to develop and improve sporting facilities is subject to available funding and will be determined as part of Council’s budget process.

6.8.2 Rescinded and Abandoned Grants Should a grant recipient decide to rescind their grant, they are required to notify Council as soon as practicable. Any rescinded grant funds will be returned to the budget and allocated as set out in 6.8.4 below in order of priority. Grant recipients who formally rescind their grant prior to December 31 in the current grant year will be deemed to have met the conditions of funding and remain eligible to apply for the Scheme in future years. Leisure and sporting organisations who do not formally notify Council by December 31 in the current grant year of their intention to rescind will be considered to have abandoned the grant and be excluded from consideration for any further grant funding from Council in the next two (2) budget years, as per the exclusions in 6.1.2 above. Abandoned grant funds will be will be returned to the budget and allocated as set out in 6.8.4 below in order of priority.

6.8.3 Unallocated Budget Any funds unallocated following the assessment of applications and awarding of grants by the Leisure Minor Capital Works Grants Scheme will remain in the budget for further allocation as per 6.8.4 below.

6.8.4 Reallocation of Unspent Funds Any funds remaining in the budget following the assessment of applications and awarding grants, or notification of a rescinded, abandoned or withdrawn grant will be allocated in line with the priorities below.

6.8.4.1 Unsuccessful Applications The first priority is to award funding to an application from the current financial year that was not successful solely due to a lack of available budget during the initial assessment process. Applications which were ineligible or where the proposed projects were assessed as being unsuitable are not eligible to receive a grant under this process. The likelihood of works being completed in the current financial year will be part of the


consideration with grants only awarded where projects are able to be completed by the May 31 deadline as per 6.4.2 above. Any funding available would be directed to the project with the highest ranking of all eligible unsuccessful applications, subject to the funding available being equal to, or in excess of, the funding requested.

6.8.4.2 Contingency Where it is not possible to make a grant to an unsuccessful applicant, the funds are to be retained in the grant budget as a contingency sum. Grant recipients are able to apply for additional funding where costs have increased unexpectedly. Applications for additional funds must be in writing and will be assessed by Council officers and recommendations presented to the Chief Executive Officer for approval. Any awards made must be in line with the funding ratios and maximum awards as outlined in 6.3.1 above.

6.8.4.3 Council Run Minor Capital Works Projects Where the options outlined in 6.8.4.1 and 6.8.4.2 are not available, proposed projects for the purpose of upgrading and improving leisure and sporting facilities for the Knox community will be assessed by Council officers using the current Scheme assessment criteria and rankings will be presented to the Committee to determine the projects to proceed. Where applicable, the ranking and approval process will take place in January with all funded projects to be completed within the current financial year.

6.8.5 Unspent Grant Funds Formal advice of unexpended funds is required and funds not expended by the grant recipient for the purposes outlined in the application must be returned to Council unless agreement has been reached to use these funds for other approved purposes. Should a project be completed under budget, the final payment will be reduced to ensure that the amount paid to recipients remains in line with the funding ratios as specified in 6.3.1. Funds allocated to a grant recipient which remain unaccounted for or remain unspent and are not returned to Council shall be treated as the same for any debt payable to Council and the grant recipient will be deemed as not meeting the conditions of funding.

285 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 COUNCILLOR MORTIMORE RETURNED TO THE CHAMBER AT 9.05PM DURING DISCUSSION ON ITEM 10.1

DINSDALE WARD

10.1 LEASE OF COUNCIL LAND REAR OF FACTORIES 8 AND 9/24 LONGSTAFF ROAD, BAYSWATER (MELWAY REF: 64 K2)

SUMMARY: Senior Property Officer – (Angela Kostarakis)

This report recommends the signing and sealing of a lease for Council land located at the rear of factories 8 and 9/24 Longstaff Road, Bayswater. The proposed lease is ` for two years with two further terms of two years each, commencing on 1 February 2014.

RECOMMENDATION

That Council

1. Enter into a lease between Knox City Council (Lessor) and Xalibar Pty Ltd, trading as The Barn Live (Lessee), for an area of land (approximately 285m2) shown at Appendix A at the rear of Factories 8 and 9/24 Longstaff Street, Bayswater commencing 1 February 2014. The lease will be for a period of two years with two further terms of two years each with the rental being $1,425.00 per annum (GST exclusive) plus outgoings.

2. Authorise the Chief Executive Officer to sign and seal documentation pertaining to this lease.

1. INTRODUCTION

A request has been received from the owner of 8 and 9/24 Longstaff Road, Bayswater to enter into a lease to occupy the area of vacant Council land (refer Appendix A) located at the rear of these factories for staff social contact. The current lease of this area expired on 30 September 2013 and has been in overholding since this time.

2. DISCUSSION

The current lessee, Xalibar Pty Ltd trading as The Barn Live, has been occupying the area identified in Appendix A for several years and has requested a new lease to formalise this arrangement.

The area proposed to be leased is situated within an Urban Floodway Zone and is physically isolated by the floodway. The land is not fenced and is approximately 285m2.

Conditions of the lease are proposed to include the following:

Strict adherence to a no alcohol policy within this area. Area to be kept clean and tidy at all times. Any seating required in the area to be of a portable or removable nature. The area is only to be used as a staff retreat.

286 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 10.1 Lease of Council Land Rear of Factories 8 and 9/24 Longstaff Road,

Bayswater (cont’d)

Any breaches of the above conditions will result in the immediate termination of the lease.

Since occupying this area the lessee has adhered to all conditions and there have been no breaches identified. It is therefore recommended that Council enter into a lease with Xalibar Pty Ltd trading as The Barn Live for the use of Council land (approximately 285m2) situated at the rear of 8 and 9/24 Longstaff Road, Bayswater. The area proposed to be leased will be used for staff social contact, noting that no alcohol is permitted to be consumed within this area.

This matter was considered by Council at its meeting on 28 January 2014. Following consideration of the proposal Council resolved to defer the matter until the next Ordinary Meeting of Council to be held on 25 February 2014.

3. CONSULTATION

As the proposed lease is for two years with two further terms of two years each and the market rental is less than $50,000, there is no requirement to advertise the lease under the Local Government Act.

Consultation has been undertaken with internal stakeholders who have indicated no objection to entering into a lease as there have been no breaches to the imposed conditions.


There will be a requirement within the lease to the adherence of the amenity issues ie no alcohol on this site and no permanent structures. Failure to adhere to these may result in the termination of the lease.

The property is not used for public open space and is virtually inaccessible to the community other than through the group of factories in Longstaff Road, Bayswater.


The proposed lease is for two years with two further terms of two years with the lease to commence on 1 February 2014. The rental proposed is $1,425.00 per annum (GST exclusive) increased annually by CPI plus outgoings with the lessee meeting any administrative or legal costs associated with the preparation of the lease. The rental figure has been determined by Council’s Valuers.


The lease of this area will allow the staff employed by The Barn Live to have interaction on a social level and away from their working environment.

287 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 10.1 Lease of Council Land Rear of Factories 8 and 9/24 Longstaff Road,

Bayswater (cont’d)


This supports Theme 5 Democratic and Engaged Communities with particular reference to:

5.3.1 Maintain accountable and transparent governance practices, and Council’s sound stewardship of the community’s finances and assets.

5.3.3 Promote social, economic and environmental responsibility in Council’s decision making.

8. CONCLUSION

It is recommended that Council enter into a lease with Xalibar Pty Ltd, trading as The Barn Live for the occupancy of the land at the rear of factories 8 and 9/24 Longstaff Road, Bayswater (approximately 285m2) for a period of two years with two further terms of two years each with the rental being $1,425.00 per annum (GST exclusive) increased annually by CPI plus outgoings.

The proposed lease will include the following conditions:

Strict adherence to a no alcohol policy within this area. Area to be kept clean and tidy at all times. Any seating required in the area to be of a portable or removable nature. The area is only to be used as a staff retreat.

9. CONFIDENTIALITY

This report is not of a confidential nature.

COUNCIL RESOLUTION MOVED: CR. LOCKWOOD SECONDED: CR. COSSARI That Council 1. Declare an intention to enter into a new lease agreement with

the current lessee regarding the ongoing use of the subject land.

2. Require that as soon as is reasonable practicable, the lessee remove all structures, furniture and other materials from the subject land that are not necessary for use of the subject land as a staff amenities area and make the area safe to the satisfaction of Council.

288 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 10.1 Lease of Council Land Rear of Factories 8 and 9/24 Longstaff Road, Bayswater

(cont’d)

Council Resolution (cont'd)

3. Receive a further report regarding the proposed new lease of the subject land after any necessary town planning or other permit process is concluded, and leave the current lease in overholding until this process if complete.

CARRIED

289 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 APPENDIX A – Lease of Council Land Rear of Factories 8 and 9/24 Longstaff Road, Bayswater

290 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 COUNCILLOR HOLLAND VACATED THE CHAMBER AT 9.10AM DURING DISCUSSION ON ITEM 10.2 COUNCILLOR HOLLAND RETURNED TO THE CHAMBER AT 9.13PM DURING DISCUSSION ON ITEM 10.2 COLLIER WARD

10.2 DISCONTINUANCE OF ROAD (KNOWN AS KIDDERMINSTER DRIVE) BETWEEN 4 AND 6 AINSDALE AVENUE, WANTIRNA (MELWAYS REF: 63 H6)

SUMMARY: Property Management Coordinator (Angela Mitchell)

This report is presented following the hearing of submissions by a Committee of Council regarding the proposed discontinuance and sale of road (known as Kidderminster Drive) between 4 and 6 Ainsdale Avenue, Wantirna.

RECOMMENDATION

That Council, having undertaken the statutory process in accordance with the Local Government Act 1989, hereby resolves to:

1. Proceed with the closure of the road between 4 and 6 Ainsdale Avenue, Wantirna identified as part of Lot 1 on TP 905856E contained in Certificate of Title Volume 8456 Folio 535 (formerly part of E-2 on LP 98162) shown hatched on the plan attached as Appendix A.

2. Direct that a notice of the road closure be published in the Victoria Government Gazette.

3. Defer the sale of road pending a further meeting of the Committee of Council. This meeting to be held by 30 June 2014.

4. Advise the submitters of Council’s decision.

1. INTRODUCTION

Council was approached by Healthscope Limited (owners of Knox Private Hospital) to acquire the area of road (known as Kidderminster Drive) between 4 and 6 Ainsdale Avenue, Wantirna. The area of road is identified as part of Lot 1 on TP 905856E contained in Certificate of Title Volume 8456 Folio 535 (formerly part of E-2 on LP 98162) and abuts properties owned by Healthscope Limited. The road in the name of Neeta Properties Pty Ltd is part of land remaining untransferred in the original subdivision. The abutting lots have been transferred over the years, however, the roads remained in private ownership. This road is on Council’s road register and the discontinuance will allow the transfer to Council.

291 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 10.2 Discontinuance of Road (known as Kidderminster Drive) between 4

and 6 Ainsdale Avenue, Wantirna (cont’d)

Knox Private Hospital is located at the south eastern corner of the intersection between Mountain Highway, Boronia Road and Wantirna Road (known as five ways) in Wantirna. The hospital is located within the Wantirna Health Precinct as identified in Knox Municipal Strategic Statement, which covers an area of approximately 73.5 hectares.

Healthscope Limited have lodged a planning permit application and a separate application to amend the Knox Planning Scheme to apply a Development Plan Overlay over the land. The planning permit will be assessed on its own merits through the appropriate process.

2. DISCUSSION

The area of road known as Kidderminster Drive was identified in the original subdivision as a connection to the current Kidderminster Road. On the development of the hospital this connection was extinguished and no longer required. Considering this, the road (as indicated in Appendix A) was determined to be surplus to Council’s requirements.

The road in the name of Neeta Properties Pty Ltd is part of land remaining untransferred in the original subdivision. The abutting lots have been transferred over the years, however, the roads remained in private ownership. This road is on Council’s road register and the discontinuance will allow the transfer to Council.

Council at its meeting on 24 September 2013 resolved as follows:

“That Council, being of the opinion that the area of road (shown in Appendix A) between 4 and 6 Ainsdale Avenue, Wantirna identified as part of Lot 1 on TP 905856E contained in Certificate of Title Volume 8456 Folio 535 (formerly part of E-2 on LP 98162) is not required as a road for public use, hereby resolves:

1. Under Section 189 and Section 206, Schedule 10, Clause 3 of the Local Government Act 1989, that statutory procedures be commenced to discontinue and sell the road to Healthscope Limited for $330,000 (being market value) plus GST and that under 207(a) and Section 223 of that Act give public notice of the proposed discontinuance and sale in the Knox Leader.

2. To hear submissions in accordance with Section 223(1)(b) of the Local Government Act 1989 and appoint the following Committee of Council comprising Cr Cossari, Cr Orpen and Cr Mortimore to consider submissions at 5.00pm on 12 November 2013.

3. That a further report be presented to Council following the conclusion of the statutory process.”

Following the statutory notice of the proposed discontinuance and sale of road, two submissions were received. The two submitters reside within the area of road proposed to be discontinued and sold.



Both the submitters indicated the following:

· Concerned with the proposed hospital development and the additional traffic that this development will generate.

· Traffic and parking is currently a problem within this area.

· Local Laws do not adequately patrol the area.

· Staff and visitors use street parking rather than hospital parking to avoid paying parking fees.

· Limited areas of permit parking within the hospital precinct.

· Proposed sale price is too low.

The Committee of Council considered the submissions and recommended as follows:

· That Council finalise the statutory process for the discontinuance of the area of road known as Kidderminster Drive identified as part of Lot 1 on TP 905856E contained in Certificate of Title Volume 8456 Folio 535 (formerly part of E-2 on LP 98162). Finalising the discontinuance of the road will be advantageous in that Council would then gain ownership/title to this area.

· That the sale of the road be deferred pending traffic management meetings to be held between Healthscope Limited and abutting residents.

· Following these meetings the Committee of Council to be reconvened to discuss the status of parking within the areas abutting the Knox Private Hospital.

It should be noted that matters regarding traffic management will also be addressed in discussions relating to the planning permit and planning scheme amendment and that a sale of this road may be considered independently and will not prejudice the planning process.

3. CONSULTATION

Public Notice was given in the Knox Leader on 8 October 2013. At the conclusion of the 28 day submission period two submissions were received with both submitters being heard in support of their submission.


There are no environmental issues due to being a road. The amenity issues that may arise as a result of the proposed development will be assessed as part of the planning permit application.


It is proposed that any sale would be subject to the purchasers meeting Council’s costs in relation to the sale.




There are no direct social implications associated with this matter.


This report relates to Theme 5: Democratic and Engaged Communities of the City Plan with particular reference to:

5.1 Improve community leadership and participation in Knox.

5.2 Increase opportunities for the Knox community to participate in public decision-making processes.

5.3 Ensure Council is well governed and demonstrates effective leadership.

8. CONCLUSION

Following the hearing of submissions, the Committee of Council has recommended to discontinue the road between 4 and 6 Ainsdale Avenue, Wantirna (known as Kidderminster Drive) and defer the sale of the road pending a further meeting of the Committee of Council.

9. CONFIDENTIALITY

There are no confidential issues associated with this report. COUNCIL RESOLUTION MOVED: CR. COSSARI SECONDED: CR. ORPEN

That Council, having undertaken the statutory process in accordance with the Local Government Act 1989, hereby resolves to:

1. Proceed with the closure of the road between 4 and 6 Ainsdale Avenue, Wantirna identified as part of Lot 1 on TP 905856E contained in Certificate of Title Volume 8456 Folio 535 (formerly part of E-2 on LP 98162) shown hatched on the plan attached as Appendix A.

2. Direct that a notice of the road closure be published in the Victoria Government Gazette.

3. Defer the sale of road pending a further meeting of the Committee of Council. This meeting to be held by 30 June 2014.

4. Advise the submitters of Council’s decision. CARRIED

295 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 ALL WARDS

10.3 2013-14 ANNUAL PLAN PROGRESS REPORT TO 31 DECEMBER 2013

SUMMARY: Business Improvement Officer – Corporate Planning and Performance (Chrissy Gordon)

This report provides the second quarter progress of actions identified in the 2013-14 Annual Plan. The Annual Plan for 2013-14 was adopted by Council at the 25 June 2013 Ordinary Meeting as part of the 2013-14 Annual Budget. The Annual Plan is a legislative requirement of the Local Government Act and outlines the Services provided by Council, and the Initiatives and Key Strategic Activities that Council will complete in 2013-14.

It should be noted that the Annual Plan does not provide for reporting on all Council activities but only those identified as Key Strategic Activities and Initiatives in the planning and budget process for 2013-14.

RECOMMENDATION

That Council receive and note the 2013-14 Annual Plan Progress Report for the period 1 October to 31 December 2013.

1. INTRODUCTION

An Annual Plan was established for the 2013-14 financial year to assist in the achievement of the objectives of the Knox City Plan (incorporating the Council Plan) 2013-17, and ultimately, the Council Vision. The 2013-14 Annual Plan Progress Report to 31 December 2013 (see Appendix A) reports on the Key Strategic Activities and Initiatives that support those objectives.

2. DISCUSSION

Appendix A (attached) provides the Annual Plan Progress Report for the second quarter of 2013-14.

Key Strategic Activities (KSA) that have been completed are:

· Complete development of Council’s Community Health and Wellbeing Plan.

· Commence construction of a preschool facility within the Bayswater Primary School site.

· Conduct a series of community events and activities to celebrate Knox (as a municipality) turning 50.

· Implement a library service at the newly established Bayswater library.

· Develop and approve a Knox Public Art Policy.

296 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 10.3 2013-14 Annual Plan Progress Report To 31 December 2013 (cont'd)

3. CONSULTATION

Of the 39 actions being reported upon for this quarter, 5 have been completed and 30 are appropriately progressed. The remaining 4 include 3 that are still progressing toward a completion date of June 2014 and 1 that is due to commence in February 2014.

The 2013-14 Annual Plan actions are linked to, and support the delivery of the Knox Vision and the Knox City Plan 2013-17. The community took part in the development of the Knox Vision which provided the context for the Knox City Plan 2013-17.

The Annual Plan 2013-14, including the Key Strategic Activities and Initiatives, was approved as part of the Annual Budget after public consultation, on 25 June 2013.


Objectives for the environment are reflected in the Knox City Plan and relevant actions are reflected in the Annual Plan.


The Key Initiatives for 2013-14 were developed in conjunction with the 2013-14 Annual Budget and all actions are funded.


Objectives for community health and wellbeing are reflected in the Knox City Plan and relevant actions are reflected in the Annual Plan.


This is a report on the second quarter status as at 31 December 2013, of the Annual Plan Progress Report 2013-14, which supports the delivery of the Knox City Plan 2013-17.

8. CONCLUSION

The actions reported here are those identified in the adopted Annual Plan 2013-14 and are not representative of all services and works provided by Council.

Overall, Council is on schedule to deliver on the Annual Plan adopted for 2013-14.

297 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 10.3 2013-14 Annual Plan Progress Report To 31 December 2013 (cont'd)

9. CONFIDENTIALITY

There are no issues of confidentiality associated with this report.

COUNCIL RESOLUTION MOVED: CR. MORTIMORE SECONDED: CR. SEYMOUR

That Council receive and note the 2013-14 Annual Plan Progress Report for the period 1 October to 31 December 2013. CARRIED

298 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014

APPENDIX A

Annual Plan Progress Report

December Quarter 2013

(Circulated Separately)

299 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 ALL WARDS

10.4 MANAGEMENT FINANCIAL REPORT FOR THE HALF YEAR ENDED 31 DECEMBER 2013

SUMMARY: Management Accounting Coordinator (Tharshini Balachandiran)

The December 2013 Management Accounting Financial Report is presented for consideration. The December 2013 half year results include the adjustments adopted by Council as part of the 2013-14 Mid-Year Budget Review presented at the November 2013 Ordinary Meeting of Council.

The overall financial position for the half year ended 31 December 2013 is satisfactory and indicates that Council is on track to achieve the budget targets for the year and is in a financially viable and sustainable position.

Council recorded a net cash result of $52.885 million for the half year ended 31 December 2013 which is a favourable variance of $7.440 million in relation to the year to date 2013-14 Revised Budget. This result excludes several non-cash items such as depreciation and includes capital expenditure. The overall surplus of $52.885 million is the result of bringing to account the full amount of Council’s annual rate income during August 2013.

A number of projects within the Capital Works program have been allocated carry forward funds and have been updated accordingly post Council’s adoption of the 2013-14 Mid-Year Budget Review at the November 2013 Ordinary Meeting of Council.

The report provides greater detail for all significant areas of income and expenditure and key variances.

RECOMMENDATION

That Council:

1. Receive and note the Management Financial Report for the half year ended 31 December 2013.

2. Approve the write-off of debts totalling $8,277.06 which are considered no longer collectable as detailed in the confidential attachment to this report.

300 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 10.4 Management Financial Report for the Half Year Ended 31 December

2013 (cont’d)

1. INTRODUCTION

The attached Financial Reports that are presented to Council include the following:

· Management Accounting Result (Attachment A)

· Income Statement (Attachment B to E)

· Capital Works Analysis (Attachment F and G)

· Balance Sheet (Attachment H)

· Cash Flow Statement and Cash Assets Summary (Attachment I to K)

· Monthly Summary Revenue and Expenditure Report (Attachment L)

· Investment and Interest Income Analysis (Attachment M and N)

· Rates and Sundry Debtors Summary (Attachment O to R)

· Capital Works Program Detail (Attachment S)

· Confidential Matters (Attachment T)

The Income Statement and the Balance Sheet have been prepared on an accrual basis and are the results for the half year ended 31 December 2013.

The report has been prepared based on the 2013-14 Revised Budget as adopted by Council on 26 November 2013. Full year figures represent the variance between the Original Budget and Revised Budget.

2. DISCUSSION

General discussion in regards to this report is detailed under Section 5 ‘Financial & Economic Implications’.

3. CONSULTATION

This report does not necessitate community consultation. A copy of this report will be provided to Council’s Audit Committee after it has been noted by Council.


This report does not have any environmental or amenity issues for discussion.


The overall financial position at 31 December 2013 is satisfactory and indicates that Council is on track to complete the current financial year within the targets established in the 2013-14 Revised Budget.


2013 (cont’d)

From a cash perspective, the results indicate a Net Surplus for the half year ended 31 December 2013 of $52.885 million which is a favourable variance of $7.440 million in relation to the year to date 2013-14 Revised Budget. The overall surplus of $52.885 million is the result of bringing to account the full amount of Council’s annual rate income during August 2013.

The favourable variance is also attributable to a number of factors which are outlined in Attachment L (Monthly Summary Revenue and Expenditure Report).

5.1 Summary of Management Accounting Result to 31 December 2013

A full copy of the Income Statement is provided as Attachments B to E shown by Organisational Structure and Income and Expense Account Group.

Original Revised Revised VarianceDescription Budget Budget Budget Actual Fav/(Unfav)

$000'S $000'S $000'S $000'S $000'S

Operating Statement

Income 141,815 143,352 115,104 116,093 989 Expenditure (136,750) (141,664) (68,044) (64,883) 3,161

Net Operating Statement Surplus / (Deficit) 5,065 1,688 47,060 51,210 4,150

Management Accounting Reconciliation

Depreciation 18,755 18,756 9,022 9,007 (15) Contributions - Non Monetary Assets (2,000) (2,000) - - - Written Down Value of Assets Sold/Scrapped 3,500 4,881 600 572 (28)

Subtotal 20,255 21,637 9,622 9,579 (44)

Capital Expenditure (22,987) (29,965) (12,112) (8,123) 3,990 Defined Benefits Superannuation Call Payment (11,583) (11,583) (11,583) (11,583) - Proceeds from Borrowings 7,383 13,427 7,383 7,383 - Debt Redemption (1,893) (7,937) (270) (272) (3) Transfers to Reserves (7,403) (7,394) (1,125) (1,131) (6) Transfers from Reserves 7,822 10,635 6,469 5,823 (647)

Subtotal (28,661) (32,816) (11,237) (7,903) 3,334

Cash Surplus / (Deficit) for the year (3,341) (9,491) 45,445 52,885 7,440

Accumulated Position at 30 June 2013 8,915 8,915

Carried Forward Projects: - Capital including Unexpended Grants (4,141) - - Operating (3,137) -

Deficit 2013-14 (3,341) (9,491)

Position at 31 December 2013 Surplus/(Deficit) (1,704) (576)

2013-14 Full Year Year-to-Date December 2013

Add Non-Cash Items included in Operating Results & excluded from Surplus / (Deficit):

Less Cash Items not included in the Operating Result:


2013 (cont’d)

5.2 Major Variance Analysis

5.2.1 Operating Surplus/(Deficit) The report has been prepared based on the 2013-14 Revised Budget as adopted by Council on 26 November 2013.

There was a favourable variance in operations compared to the 2013-14 Revised Budget for the half year ended 31 December 2013 of $4.150 million (Attachment D).

The significant variances that contribute to this favourable variance are:

Operating Income has an overall favourable variance of $1.354 million. This comprises:

· A favourable variance of $0.541 million in User, Fines, Fees and Charges due to the following:

- $0.221 million attributed to the timing of payments made to Health Services for the registration of Food Act, Public Health and Wellbeing Act and Residential Tenancies Act gazetted premises. These payments were received earlier than budgeted and are expected to realign to budget as the financial year progresses.

- $0.205 million favourable for Preschool Confirmation Fee payment received earlier than anticipated and will align to budget in January 2014.

- $0.129 million in traffic enforcement fee income due to improved and targeted enforcement.

· A favourable variance of $0.429 million in Contributions and Donations - Operating Income due to the following:

- $0.140 million received as unbudgeted contributions for Knox Transfer Station costs which will be offset by reimbursements made to the service provider. This contribution was received from the Metropolitan Local Waste Management and Resource Recovery Fund to support a project undertaken to improve the ability of the Knox Transfer station to process hard waste.


2013 (cont’d)

- $0.131 million in oncharges primarily to Knox Basketball Incorporated (KBI) for electricity, gas and water charges for the State Basketball Centre that are offset by the equivalent utilities expenditure.

- $0.118 million contribution received to support the administration of the Fire Services Property Levy (FSPL). This income has been budgeted as Grant Income.

Operating expenditure has an overall favourable variance of $3.161 million. This comprises:

· A favourable variance of $0.710 million in Employee Costs due to the following:

- $0.507 million in Home Care Services (HACC) employee costs due to limited staff availability to meet service level targets, delay in recruitment of newly funded positions, ongoing challenges in sourcing and retaining suitable Support Workers to increase service provision and an increase in client turnover impacting upon service provision hours. A number of strategies are in place to address this and include a review of recruitment strategies for Support Workers assisted by the appointment of the new Team Leader Service Delivery, development of a marketing strategy to increase community awareness of services available and a review of alternative service delivery options to meet client need and increase service delivery hours.

- The remaining favourable variance in employee costs is primarily due to the timing of recruitment activities across the organisation.

· A favourable variance of $2.400 million in Contractors and Services expense. Some of the key variances are:

- Favourable variances in expenditure due to seasonal weather conditions impacting and delaying operational activities relating to open space maintenance $0.242 million, drainage maintenance $0.183 million, footpath/bike path maintenance $0.161 million and street tree pruning and materials $0.097 million. It is expected that the budget will be fully expended as the financial year progresses.


2013 (cont’d)

- $0.183 million favourable variance in Waste Management services due to lower than anticipated waste tonnages for hard waste collection, green waste disposal and commercial garbage and lower than expected increments in fuel prices.

- $0.105 million favourable variance due to budget profiling of the Early Years Workforce Development Project. The budget is expected to be fully expended during the financial year.

- Delays in timing of activities have impacted favourably on the following grant funded programs: Healthy Together Knox - Workforce / Healthy Living Program $0.154 million, and New School Focused Youth Program $0.085 million.

- Delays in the timing of activities have impacted favourably on the following projects: Knox Central Project $93K, Service Planning Project $0.089 million, Footpath Audit Works relating to Mobility Implementation Plan $0.075 million and Rowville Structure Plan $0.058 million. It is anticipated that these expenses will align to budget as the financial year progresses.

- Other minor favourable variances in a number of projects and programs have contributed to the overall favourable variance in Contractors and Services expenditure.

· A favourable variance of $0.574 million in Capital Projects – Operational Expenses. Some expenditure in the Capital Works Program is operational in nature and will not be capitalised at the end of the year. This primarily relates to the timing of expenditure for the Buildings - Renewal and Rehabilitation project.

· These favourable variances are partly offset by an unfavourable variance of $0.329 million in Contributions and Donations expenses as a result of the community development and operational grants being processed earlier than anticipated. This is expected to realign to the budget in January 2014.

Capital Income and Non-Monetary Contributions has an unfavourable variance of $0.365 million due to:

- $0.340 million unfavourable variance from land sales income due primarily to timing of activities. This is expected to align to budget as the financial year progresses. Sale activities have commenced for 13 Cullis Parade, Bayswater with the sale anticipated to occur in February 2014. Refer to confidential Attachment T for further details.


2013 (cont’d)

- $0.168 million unfavourable variance in plant sales is primarily attributed to timing of sale of items which is impacted by replacement plant items being readily available from manufacturers. Further compounded by initial delays experienced in commencing sale processes for fleet motor vehicles as a result of awaiting formal confirmation of the status of Fringe Benefit Tax legislation on car fringe benefits. This has now been confirmed.

- $0.150 million favourable variance in Contributions & Donations income primarily attributed to $0.060 million unbudgeted income for the Knox State Emergency Service (SES) Building improvements (this is supported by an equivalent expenditure on this project in the Capital Works Program); $0.036 million received for completed Capital Works project from prior year (this was previously budgeted for in 2012-13); and $0.025 million unbudgeted amount received for completed project from prior year (this is offset by a respective final invoice payment to the supplier).

A complete analysis of major variances against the year to date 2013-14 Revised Budget has been attached to this report as Attachment L.

5.2.2 Capital Works Program (Overview)

The performance of the Capital Works Program including details of variances is included as Attachment F. The detailed Capital Project Status and Expenditure Report have been included as Attachment S. Performance of the Capital Works Program is also detailed in the Works Report adopted monthly by Council at its Ordinary Meeting.

For the half year ended 31 December 2013, the Capital Works Program shows an overall favourable variance of $3.625 million against the year to date 2013-14 Revised Budget. This is made up of a $4.564 million favourable variance in expenditure compared to the Revised Budget and is primarily due to renewal and upgrade projects being behind schedule. The favourable variance in expenditure is partially offset by an unfavourable variance in Capital income of $0.365 million primarily due to the timing of asset sales (refer to Confidential Attachment T for further details).

5.3 Balance Sheet The Balance Sheet as at 31 December 2013 indicates a continued satisfactory result. A comparison of total Current Assets of $98.481 million with total Current Liabilities of $22.370 million (Working Capital Ratio of 4.40 to 1) continues to depict a satisfactory financial position.


2013 (cont’d)

Current Receivables have increased significantly due to the raising of rate debtors in August 2013. The working capital ratio of 4.40 reflects the increase in current debtors resulting from the striking of the rates and this working capital ratio will diminish over the course of the year as Council funds its operating programs and capital works.

Payables have decreased by $5.670 million from 30 June 2013 as year end creditors have been processed for payment in the 2013-14 financial year.

The Balance Sheet as at 31 December 2013 has been attached to this report as Attachment H.

5.4 Investment Analysis

There was $31.069 million invested with various financial institutions as at 31 December 2013. These funds include monies from trust funds and deposits, employee provisions and specific purpose reserves. This is a decrease from the funds held as at 30 June 2013 but is in line with budgeted operating and capital cash flows.

Attachment M and Attachment N display graphs showing investment performance for the half year ended 31 December 2013.

The earning on investments to 31 December 2013 is:

YTD Actual

YTD Revised Budget

Variance

Investment Earnings $0.576M

$0.609M

($0.033M)

The lower than budgeted investment earnings is primarily due to lower than anticipated interest rates on term deposits (refer Attachment N).

5.5 Debtors

5.5.1 Outstanding Rates and Charges Council’s rate debtors comprise the largest component of Receivables owing to Council. The percentage of rates collected to 31 December 2013 of 34.93% is a slight decrease on the percentage collected at the same time last year (36.10%) – refer to Attachment O. The major contributing factor has been that the percentage of rates collected has slightly decreased compared to the same time last year as a result of more rate payers choosing to take up the nine monthly instalment payments instead of quarterly instalment payments.


2013 (cont’d)

The total amount of outstanding rates debtors as at 31 December 2013 including associated interest, land fill levy, waste and legal charges was $74.816 million of which $3.458 million relates to arrears pre July 2013. Arrears are consistent with previous years and a significant proportion of arrears are under formal payment arrangements. Also included in this amount is $11.379 million of Fire Services Property Levy (FSPL). The FSPL is a levy set by the State Government, collected by Council and remitted to the State Revenue Office (SRO) in order for the State Government to fund the State's fire services. Council is required to make four payments per financial year to the SRO of the FSPL monies collected; these payments are due 28 days after the due date of the quarterly rates instalments. This is in accordance with the Fire Services Property Levy Act 2012. Rate amounts owing are a charge over the property and therefore Council has recourse to collect these debts. Penalty interest at 10.5% also applies.

5.5.2 Sundry Debtors

The level of Sundry Debtors owing as at 31 December 2013 is $1.256 million (refer to Attachment Q). The balance owing includes the following amounts:

· $0.398 million owing by Knox Basketball Incorporated (KBI) relates predominately to licence fees (February 2013 to September 2013) and office rental (March 2013 to September 2013) for the Knox Regional Sports Park State Basketball Centre, annual capital contribution towards the Knox Regional Sports Park State Basketball Centre for 2013, and utility charges (water, gas and electricity) for the Knox Regional Sports Park State Basketball Centre. This amount includes current invoices not yet due of $0.017 million and over 90 days totalling $0.380 million. Council has signed a Deed (inclusive of an agreed repayment plan) with KBI to recover outstanding monies. A full analysis of the KBI debtor situation is provided in the confidential Attachment T.

· $0.293 million owing by Football Federation Victoria for capital contributions relating to Knox Regional Sports Park. As at 31 December 2013 this is within Council's payment terms of 30 days.

· $0.178 million owing by Vic Roads for Claim 1 of the School Crossing Supervisor Subsidy 2013-14. As at 31 December 2013 this is within Council's payment terms of 30 days. Payment was received on 3 January 2014.


2013 (cont’d)

While the level of debt fluctuates depending on the level of invoicing, the percentage of Debtors outstanding for 60-90 days, 90 days and over has been relatively consistent for Home Help, Family Day Care and Community Groups in recent periods. Follow up processes have been undertaken with Sporting Clubs who do not have a repayment plan for amounts owing or who are not adhering to their repayment plan. These amounts predominantly relate to ground rentals (refer to Attachment Q and confidential Attachment T). Debt collection is conducted in accordance with Council’s Sundry Debtor Management and Collection Policy.

5.5.3 Write-off of Unrecoverable Debt A recommendation to write-off debts totalling $8,277.06 has been included in the confidential attachment to this report and consists of:

· Unpaid Child Care fees totalling $8,277.06. Care is no longer being provided to these customers’ families and an extensive debt collection process on each of the customers has been conducted. No further action is recommended in pursuit of this outstanding debt.

The total debtor write-offs of $8,277.06 represents 0.07% of Council’s Revised Budgeted Fees and Charges revenue.

The relevant Manager and Director have recommended that these amounts should be written off.


There are no direct social implications arising from this report.

7. RELEVANCE TO 2013-17 CITY PLAN (INCORPORATING THE COUNCIL PLAN)

Through the provision of quarterly financial reports, Council ensures that it is contributing towards meeting its objectives under Theme 5 of the 2013-17 City Plan: Democratic and Engaged Communities. Council manages assets and financial resources on behalf of the community in a responsible and sustainable manner.


2013 (cont’d)

8. CONCLUSION

In management accounting terms, the net result for the half year ended 31 December 2013 was a surplus of $52.885 million which compares favourably with the year to date 2013-14 Revised Budget of $45.445 million. This result comprises both the operating and capital works program but excludes the non-cash items (e.g. depreciation).

9. CONFIDENTIALITY

There is one attachment (T) which has been declared confidential in accordance with the Local Government Act 1989 and distributed separately.

COUNCIL RESOLUTION MOVED: CR. LOCKWOOD SECONDED: CR. COSSARI

That Council:

1. Receive and note the Management Financial Report for the half year ended 31 December 2013.

2. Approve the write-off of debts totalling $8,277.06 which are considered no longer collectable as detailed in the confidential attachment to this report.

CARRIED


ATTACHMENTS A - S

(CIRCULATED SEPARATELY)


FRIBERG WARD

10.5 WATERFORD VALLEY GOLF COURSE AND RETIREMENT VILLAGE

SUMMARY: Property Management Coordinator (Angela Mitchell)

This report is to update Council in relation to minor boundary realignments at Waterford Valley Golf Course and Retirement Village and authorise the Chief Executive Officer to finalise the statutory requirements to enact the Land Exchange Agreement and maintenance of areas coming into Council’s ownership as a result of the boundary realignments.

RECOMMENDATION

That Council:

1. Give notice of its intention to complete a land exchange in which Council will receive an area of land identified as Lot H on Plan of Subdivision No. 642758 F, and known as a River Red Gum Reserve totalling 3,859m2 (see Appendix A), in exchange for multiple small parcels of land totalling 3,859m2 being reduced from Reserve No. 1 shown on Plan of Subdivision No. 422898 R and shown as areas as hatched in Appendix B.

2. Commence the statutory procedures under Section 189 of the Local Government Act 1989 to exchange areas of land totalling 3,859m2 as referred to in 1. above, and that under Section 223 of that Act, public notice of the proposed exchange be given in the Knox Leader.

3. Appoint a Committee of Council comprising Cr ______, Cr ______ and Cr ______ to hear submissions in accordance with Section 223 (1) (b) of the Local Government Act 1989 at 5.00pm on 8 April 2014.

4. Authorise the Chief Executive Officer to commence discussions to prepare a Maintenance Agreement with Southern Pacific Leisure Corporation (Knox) Pty Ltd to contract that company to maintain and repair areas to be transferred to Council arising out of the Land Exchange Agreement entered into by Council on 15 June 2012.

5. That a further report be presented to Council following the conclusion of the statutory process outlined above, covering both the land exchange and Maintenance Agreement matters.

1. INTRODUCTION

In the mid 1990’s, negotiations commenced between Knox City Council and Prime Life Corporation, now Lend Lease Primelife Ltd (LLP), for the development of a golf course, retirement village, hotel accommodation, conference centre and wetland area at the 150 hectare site then owned by Council, and which is now known as the Waterford Valley Golf and Retirement Complex.

312 COUNCIL – CORPORATE DEVELOPMENT 25 February 2014 10.5 Waterford Valley Golf Course and Retirement Village (cont’d)

In April 2000, an Overall Development Plan was agreed and signed off by Council. This Development Plan included a golf course and retirement village complex. Since this time, development of the site has been ongoing which has resulted in a fully functional golf course and two retirement villages being constructed.

The freehold of the golf course is owned by Council and is currently under a 50 year management lease to Southern Pacific Leisure Corporation (Knox) Pty Limited. The lease concludes in March 2056. Rent is currently $150,000 per annum subject to CPI adjustments on an annual basis. At the conclusion of the lease period, possession of the course reverts back to Council.

The balance of the land was transferred to LLP in three parcels and to Emica Pty Ltd in two parcels. LLP constructed the golf course on Council’s behalf at its cost as part of the development arrangement.

As the golf course was completed and the individual retirement village areas developed, there have been minor adjustments to the actual physical layout of the development and it has always been understood that minor boundary adjustments would be subsequently required as development occurred or was proposed.

A report to Council’s Strategic Planning Committee in July 2011 outlined the process required to achieve a number of minor boundary realignments and commence negotiations and processes to ensure that the final titles are aligned to the built form. This Council resolution also required that as a part of negotiated arrangements with the parties, best endeavours be made to have a significant River Red Gum Reserve (now known as Lot H), transferred into the ownership of Council given the significant vegetation on the site. This has been achieved by way of a proposed land exchange that avoids Council paying compensation for the land.

Arising from this, a Land Exchange Agreement (LEA) was entered into by the parties in 2012. The LEA outlined the various transactions between the parties to give effect to multiple boundary realignments, and includes the creation of Lots G and H (the latter being the result of negotiated arrangements for Council to acquire ownership of the River Red Gum Reserve, by way of a land exchange).

The LEA was subject to Council meeting all of its statutory obligations. This report seeks to commence the statutory process in relation to the exchange of land in relation to the River Red Gum Reserve. On finalisation of this statutory obligation all parties will then be in a position to act on the LEA.


2. DISCUSSION

At the time that the Waterford Valley Project was undertaken, all existing Council-owned titles were consolidated and subdivided to align with the approved Overall Development Plan entered into by Council. As works were undertaken, there were minor adjustments to boundaries to accommodate physical works and it was always understood that there would be a reconciliation towards the end of the development and that new titles would need to be drawn up to reflect the built form. Discussion was undertaken with all parties to the project in 2011, including the lessee of the golf course. The reconciliation identified a net loss of Council land of 3,565m2 (made up by multiple small parcels being transferred to, and from, Council) with agreement being reached with LLP to acquire this net balance of land by way of compensation payable to Council.

In addition, LLP also requested it be granted ownership of the land which forms the access road to the retirement village off Bunjil Way, known as Waterford Park Drive. The transfer of this land ensured that the legal frontage to the retirement village is maintained in perpetuity.

A notice pertaining to the proposed sale of land (net 3,565m2) to LLP, in accordance with Section 189 of the Local Government Act 1989, was advertised in the Knox Leader on 4 October 2011 and the Knox Weekly on 5 October 2011. At the conclusion of the submission period no submissions were received.

The LEA entered into between the parties reflects the various transfers required in accordance with Council’s resolution of July 2011. This Agreement was based on registration of Plan of Subdivision PS 642758F. This Plan of Subdivision encapsulates all boundary adjustments required to align property boundaries with built form and creates Lots G and H as part of Council acquiring the River Red Gum Reserve as part of a land exchange.

The land exchange involves land totalling 3859m2 being transferred to the property owners of Lot A and B, Emica Pty Ltd, and In exchange for this, Emica Pty Ltd who will become the owners of the River Red Gum land (Lot H) as part of the LEA, will then transfer this land to Council. This land also equates to an area of 3,859m2 therefore there is no net gain or loss to either party.

In order to proceed with the land exchange, Council is now required to give public notice of its intent to do so. The public notice must be given at least four weeks prior to the land transfer.

This report seeks to commence this statutory process to formalise the exchange of land. In summary, Council is transferring 3,859m2 in exchange for 3,859m2 comprising the River Red Gum land in accordance with the resolution of Council’s Strategic Planning Committee on 12 July 2011.


Enacting the LEA will see some small areas come into Council’s ownership that are not within the golf course leased area. To ensure the proper care and maintenance of these areas, it is proposed to enter into a Maintenance Agreement with the lessee of the golf course to maintain these areas on Council’s behalf.

A further report will be presented to Council which will encapsulate the land exchange and the proposed Maintenance Agreement.

3. CONSULTATION

Section 189 of the Local Government Act 1989 provides the statutory procedures to enable the land exchange and Section 223 of that Act requires public notice of the proposed exchange be given in a newspaper generally circulating in the municipal district. In giving public notice, Council must state that submissions in respect of the exchange will be considered.

Council should also appoint a Committee of Council to hear and report back to Council on any submissions received in relation to this matter.


The primary intent is to ensure that the title boundaries are correctly and logically adopted and amended on titles. This provides surety for all parties. In addition to this, the proposed land exchange will ensure that Council receives the River Red Gum Reserve identified as an area of state significance.

The proposed Maintenance Agreement will ensure that the areas not encumbered under the golf course lease will be maintained to Council’s standard.


All boundary surveys were undertaken by LLP and others at their cost. The reconciliation of land to reflect built form indicated a net loss of Council land of 3,565m2. Agreement was reached with LLP to acquire this land for $106,950 plus GST for the net 3,656m2 and $5,000 plus GST for the land known as Waterford Park Drive. LLP has made payment to Council for these amounts therefore meeting the requirements of the LEA. Additional areas that are being exchanged between Council and Emica Pty Ltd will result in a like for like exchange of area, with no consideration.


There are no direct social implications relevant to this matter.



This relates to Theme 5 Democratic and Engaged Communities, specifically:

5.3.1 Maintain accountable and transparent government practices, and Council’s sound stewardship of the community’s finances and assets.

8. CONCLUSION

In order to correct irregular title boundaries to accord with approved plans and to achieve Council's acquisition of a significant River Red Gum Reserve by way of land exchange, it is recommended that Council resolve as follows:

1. Give notice of its intention to complete a land exchange in which Council will receive an area of land identified as Lot H on Plan of Subdivision No. 642758 F, and known as a River Red Gum Reserve totalling 3,859m2

(see Appendix A), in exchange for multiple small parcels of land totalling 3,859m2 being reduced from Reserve No. 1 shown on Plan of Subdivision No. 422898 R and shown as areas as hatched in Appendix B.


3. Appoint a Committee of Council comprising Cr ______, Cr ______ and Cr ______ to hear submissions in accordance with Section 223 (1) (b) of the Local Government Act 1989 at 5.00pm on 8 April 2014.



9. CONFIDENTIALITY

There are no confidentiality issues associated with this report.


COUNCIL RESOLUTION MOVED: CR. ORPEN SECONDED: CR. HOLLAND

That Council:

1. Give notice of its intention to complete a land exchange in which Council will receive an area of land identified as Lot H on Plan of Subdivision No. 642758 F, and known as a River Red Gum Reserve totalling 3,859m2 (see Appendix A), in exchange for multiple small parcels of land totalling 3,859m2 being reduced from Reserve No. 1 shown on Plan of Subdivision No. 422898 R and shown as areas as hatched in Appendix B.


3. Appoint a Committee of Council comprising Cr Pearce, Cr Holland and Cr Orpen to hear submissions in accordance with Section 223 (1) (b) of the Local Government Act 1989 at 5.00pm on 8 April 2014.



CARRIED

319 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 ALL WARDS

11.1 SUPPLEMENTARY VALUATIONS

SUMMARY: Coordinator–Property & Revenue Services (Ian Goullet)

This report summarises the effect of Supplementary Valuations returned as at 1 July 2013, 1 August 2013 and1 October, 2013 (SUPP ID’s 283, 284, 289, 291, 300, 302, 303, 307, 309, 310, 311, 312, 313, 314, 316, 317, 318, 319, 320, 321, 322, 323, 324, 325, 327, 330, 333, 335, 336, 338, 339, 340, 341A, 342 and 344).

RECOMMENDATION

That Council adopt the Supplementary Valuation adjustments 2013/2014 (SUPP ID’s 283, 284, 289, 291, 300, 302, 303, 307, 309, 310, 311, 312, 313, 314, 316, 317, 318, 319, 320, 321, 322, 323, 324, 325, 327, 330, 333, 335, 336, 338, 339, 340, 341A, 342 and 344) prepared and tabled under Section 13DF of the Valuation of Land Act 1960.

1. INTRODUCTION

As part of the ongoing valuation process Supplementary Valuations have been carried out on a number of properties. The Supplementary Valuations are as a result of subdivision, consolidation, the erection or removal of improvements, arithmetical or descriptive errors. The valuations returned are shown in the report as the Valuations as at 1 January, 2014.

These Supplementary Valuations are undertaken and have been returned in accordance with Section 13DF of the Valuation of Land Act 1960.

2. DISCUSSION

The Supplementary Valuation return process is an ongoing process to ensure adjustments to properties continue to be accurately reflected in Council’s rating system.

Reports are presented to Council to reflect changes in property values throughout the financial year.

Depending on the nature or date of each individual supplementary valuation the effective date will vary. The supplementary valuations included in this report have effective dates between 1 July 2013 and 1 October, 2013 being the date they were returned to Council.

320 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 11.1 Supplementary Valuations (cont’d)

The following tables set out the changes in valuations as a result of these Supplementary Valuation returns.

Valuations as at 1 March 2013 Site Value Capital Improved Value Net Annual Value

$19,685,142,750 $ 33,066,014,864 $1,796,404,600

Adjustments Due To Supplementary Valuation Returns Site Value Capital Improved Value Net Annual Value

$224,303,800

$364,467,833 $21,925,420

New Valuation Totals as at 1 January, 2014 Site Value Capital Improved Value Net Annual Value

$19,909,446,550 $ 33,430,482,697 $1,818,330,020

Site Value – Represents the land value alone.

Capital Improved Value – Represents the combined value of land and any improvements. It is the basis on which rates are raised.

Net Annual Value – Represents the notional rental value of the improved property.

Whilst the rates can be effective from different dates the valuation is determined based on the level of valuation as at 1 January 2012.

Details of specific properties affected by these Supplementary Valuations are available upon request.

3. CONSULTATION

There is no requirement for any specific consultation in regards to this matter.


There are no environmental or amenity impacts as a result of this report.


This particular Supplementary Valuation return, based on an increase in Capital Improved Value of $364,467,833 for the 2013/2014 financial year, has generated an increase in rates of $172,820.08.

321 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 11.1 Supplementary Valuations (cont’d)


Regular processing of Supplementary Valuations ensures accuracy of Council records and thus Council rate charging is as equitable as possible.


Valuations and rating is part of Council’s governance responsibility in delivering the Knox Council Plan.

8. CONCLUSION

It is recommended that Council receive, approve and adopt the Supplementary Valuation Return(s) and relevant Statutory Declaration(s) of the Valuer as shown in Appendix A.

9. CONFIDENTIALITY

Confidentiality is not an issue in this instance.

COUNCIL RESOLUTION MOVED: CR. COOPER SECONDED: CR. LOCKWOOD That Council adopt the Supplementary Valuation adjustments 2013/2014 (SUPP ID’s 283, 284, 289, 291, 300, 302, 303, 307, 309, 310, 311, 312, 313, 314, 316, 317, 318, 319, 320, 321, 322, 323, 324, 325, 327, 330, 333, 335, 336, 338, 339, 340, 341A, 342 and 344) p CARRIED

322 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 APPENDIX A

TABLE 1

RETURN OF THE VALUER OVERALL VALUATION CHANGE

SUPPLEMENTARY REFERENCE ID

VALUER’S RETURN

DECLARATION DATE

SITE VALUE CAPITAL IMPROVED

VALUE

NET ANNUAL VALUE

SUPP ID 291 Objection 1 July 2013 -4,492,000 -1,733,000 -86,650

SUPP ID 310 Non-Rate 1 July 2013 -3,165,000 -11,115,000 -854,900

SUPP ID 307 Objection 1 July, 2013 -1,594,200 -4,216,000 -110,400

SUPP ID 311 Objection 1 July,2013 -635,000 -635,000 -31,750

SUPP ID 312Sub-Div 1 July, 2013 746,000 1,130,000 82,000

SUPP ID 313 FSPL 1 July 2013 5,700,000 6,950,000 347,500

SUPP ID 283 FSPL 1 July 2013 203,639,100 271,965,166 16,479,310

SUPP ID 284 CIV 1 July 2013 8,958,000 15,689,000 784,450

SUPP ID 289 Sub-Div 1 July 2013 4,184,000 6,222,000 311,100

SUPP ID 300 Sub-Div 1 August 2013 842,000 2,646,000 124,500

SUPP ID 309 Sub-Div 1 July 2013 168,000 2,324,000 116,200

SUPP ID 322 Sub-Div 1 July 2013 -555,000 1,836,000 91,750

SUPP ID 319 CIV 1July 2013 -278,000 -345,000 -20,900

SUPP ID 325 CIV 1 July 2013 -45,000 -77,000 -3,850

SUPP ID 303 Sub-Div 1 July 2013 1,000 6,323,000 570,200

SUPP ID 302 CIV 1 July, 2013 1,729,800 9,730,000 856,710

SUPP ID 314Objection 1 July, 2013 -362,000 -300,000 -15,000

SUPP ID 318 Exempt 1 July, 2013 2,142,000 6,220,000 581,000

SUPP ID 324 CIV 1 July 2013 -10,000 209,000 87,900

SUPP ID 323 AVPCC 1 July 2013 -3,000 -333 -6,950

SUPP ID 335 Sub-Div 1 July 2013 52,000 40,500 225

323 COUNCIL – ITEMS FOR INFORMATION 25 February 2014

SUPP ID 316 CIV 1 July 2013 925,000 13,564,000 678,200

SUPP ID 338 CIV 1 July 2013 -4,000 103,000 5,150

SUPP ID 321 Objection 1 July, 2013 -774,000 -551,000 -27,550

SUPP ID 336 Non-Rate 1 July 2013 -1,406,000 -1,971,000 -98,550

SUPP ID 333 AVPCC 1 July 2013 179,000 2,137,000 49,825

SUPP ID 317 Sub-Div 1 August 2013 4,474,500 29,282,000 1,449,225

SUPP ID 342 CIV 1 October 2013 -648,000 -665,000 -33,250

SUPP ID 341A Sub-Div 1 July 2013 9,000 259,000 12,950

SUPP ID 340 Objection 1 July 2013 -4,181,500 -8,479,500 -433,975

SUPP ID 339 Object 1 July 2013 32,500 -276,000 -21,700

SUPP 330 Objection 1 October 2013 21,000 8,795,000 436,400

SUPP ID 320 CIV 1 October 2013 81,900 855,000 87,950

SUPP ID 344 CIV 1 July 2013 0 0 -7,400

SUPP ID 327 Sub-Div 1 July, 2013 8,571,700 8,552,000 525,700

TOTAL 224,303,800 364,467,833 21,925,420


11.2 WORKS REPORT AS AT 6 FEBRUARY 2014

SUMMARY: Coordinator – Capital Works (Gene Chiron)

The Works Report shows projects on Council’s Capital Works Program and indicates the status of each project as at 6 February 2014.

RECOMMENDATION

That the works report for February 2014 be received and noted.

1. INTRODUCTION

This report summarises progress on Council’s Capital Works Program for the 2013/2014 financial year. The aim of this report is to provide a regular and succinct status summary of each project over the last month. The Capital Works Report, as of 6 February 2014, is attached as Appendix A.

COUNCIL RESOLUTION MOVED: CR. LOCKWOOD SECONDED: CR. COSSARI

That the works report for February 2014 be received and noted. CARRIED


APPENDIX A

001 Bridges Renewal Program $266,000

Program set to commence in February. 1. Manuka Drive – Guardrail upgrade and general maintenance. 2. Clow Avenue - Guardrail upgrade and general maintenance

including kerb & channel and asphalt renewal works. 3. High Street Road – Renewal 4. Acacia Road - Guardrail upgrade and general maintenance. New audits have just been completed by Asset Strategy with

additional works set to be programmed this year.

004 High Risk Road Failures $250,000

Asphalt contractor has been delayed over January with major patching works in Bergins Road now set to commence in February.

007 Road Surface Renewal Program $2,500,000

Asphalt contractor has been delayed over January. Program is still scheduled to be completed by the end of April 2014.

008 Drainage Pit and Pipe Renewal Program $2,846,000

Program running behind schedule due to the timing in awarding the new Drainage Contract (2007) and due to the wet start to the financial year. Works currently in progress or scheduled for February include: 1. Arcadia Ave – Easement Drain Renewal (February/March) 2. 38 Fern Road – Drainage Improvements (In Progress) 3. 1170 Burwood Hwy – Drainage Improvements (February) 4. 118 O’Connor Road – Drainage Improvements (February)

009 Footpath Renewal Program $2,900,000

The Footpath Renewal Program is progressing as forecast (57% complete).

326 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 010 Bicycle / Shared Path Renewal Program $576,000

13/14 Program commenced in January. 1. Stud Road (East) - Kelletts Road to Fulham Road. (Completed) 2. Dorian Avenue to Ferntree Gully Station. (Completed) 3. Corhanwarrabul Creek - Bunjil Road to Stud Road (In

Progress) 4. Colchester Road - Mountain Hwy To Boundary (In Progress) 5. Stud Road - Rowville Vet Clinic. (Feb/March)

011 Information System Plan Implementation $785,000

Windows 7 upgrade project is underway and on schedule. Computron upgrade successfully completed on 13 January 2014. Mobile Computing EFT re-advertised in January 2014.

016 Building Renewal Program $3,319,517

Program is currently approximately 57% expended/committed including works at Lewis Park Pavilion and ERL Headquarters. Works nearing completion or commencing over the month of February include ERL Headquarters refit, air-conditioning; Carrington Park disabled toilet/female toilet refit; Eildon Pavilion - external painting; Millers Park Pavilion - external painting; Millers Park Tennis Pavilion - external painting; Stud Park Pavilion - external painting.

017 Playground Renewal Program $921,210

Local residents are being consulted on 5 local playgrounds. Comments due by 21 February 2014. Wally Tew playground documentation complete for February tendering.

022 Fire Hydrant Replacement Program $112,000

Payments to South East Water due April to June. 024 Carpark Renewal $552,560

Asphalt contractor has been delayed with works now scheduled to commence in February. Program still scheduled to be completed by the end of April.

327 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 025 Plant & Machinery Replacement Program $2,323,000

Renewal Program underway, 45% of funds committed and 23% of funds expended.

026 Street Tree Replacement Program $733,000

Cairn Curren Close - Tali Karng Close consultation and tree works have been completed. The consultation process for overall program is nearing completion for works to begin in March and planting to commence in May-June.

031 Stamford Park Redevelopment $109,902

Tender documents for the Fire Sprinkler System have been completed. The project will now be tendered in February. Geotechnical investigation work to resolve building subsidence issues at the Homestead will commence in February. Quotations for legal services consultants to assist Council with the Stamford Park residential land sale and project procurement process are to be invited shortly.

043 Shade Sails for Family and Children's Services Facilities $9,500

Waiting on quotations for Park Crescent and Birchfield Crescent pre-schools to complete the program.

055 Corhanwarrabul Creek Trail (to Dandenong Creek) - Shared Path $30,000

Consultancy brief for geotechnical survey and detailed design work has been prepared. Quotes will be sought in early February.

082 Drainage Upgrades - Ongoing Customer Response $125,903

Minor Package 1: Ling Drive - Incorporated into Tirhatuan Drive drainage upgrade works with design completed and tender process underway. Minor Works Package 2: (1) 1029-1057 Burwood Hwy: Notification letters sent to store

holders advising public lane now open and survey completed. Detailed design is being undertaken.

(2) Moore & Perra Streets completed; and (3) Gravenstein completed.

328 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 102 Major Reserves Conversion to Warm Season Grass $110,000

Work has started on conversion to warm season grass at Eildon Park Oval No.2 and Dobson Reserve.

147 Energy & Greenhouse Program for Council Facilities $70,000

Energy monitoring software at State Basketball Stadium has been installed and the system is now monitoring the power used on the site. Quotes for insulation at the Child Care Centres have been received with the works scheduled for February and March.

229 Building Code Australia Compliance $50,000

Works commenced. Awaiting further quotations.

239 Knox State Emergency Services - Facility Modification $6,450

This project is now complete. The site has now been handed back to SES.

248 Boronia Park Landscaping Implementation Stage 3 $1,372,065

Formal approval on detailed design of retarding basin and landscape improvements received from Melbourne Water. Tender approval given by Council at the January meeting. Community engagement process continuing as needed.

256 The Basin Triangle Landscape Implementation - Stage 3 $268,220

(1) Stage area - new price is currently being sought. (2) Pedestrian operated signals - VicRoads have approved signal

plans. Quote being sought from designer for tendering of pedestrian operated signals installation and tenderer recommendation. Completion scheduled for early April.

257 Liberty Avenue Reserve Master Plan Implementation Stage 2 $43,600

Works complete and under maintenance.

289 CSR Quarry Reserve - Implementation Stage 4 $439,120

Detailed design for boardwalk and shelter complete for February tendering.

329 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 315 The Basin Progress Hall – Main Entrance (Stage 1 Design). $40,000

Concept plan due by end of February.

316 Stud Road, Rowville - Sunshine Street to Timbertop Drive - Footpath $10,000

Land title from the adjacent developer is registered with Council. Currently waiting for final cost reconciliation.

343 Eildon Park Storm Water Harvesting - Stage 2 $28,148

Works complete. Surplus grant funds to be returned to the Federal Government.

345 Asbestos Removal $100,000

Asbestos eave and porch linings at Billoo Park Preschool were removed mid January and the building is now asbestos-free.

347 Miscellaneous Industrial Roads - Pavement Rehabilitation $250,000

Asphalt contractor has been delayed over January with major patching works in Bergins Road now set to commence in February.

353 Avalon/Stamford/Stud Road Intersection Modification $116,000

This project is currently being reassessed. 355 Eastern Recreation Precinct - Indoor Sports Stadium $35,000

Works complete. 369 Carrington Park Reserve - Master Plan $70,000

Consultancy appointed for a Future Directions Plan in December. Due to be completed by June 2014.

376 Murrindal Playroom Extension (Stage - Two) $309,265

Works progressing well. Scope has increased owing to unforeseen conditions.

330 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 393 Tirhatuan Drive (No 18) Rowville - Drainage Upgrade $366,296

Detail design completed and tender documents prepared. Melbourne Water have indicated support - now seeking formal approval. Tender advertised from 18 January and closing 11 February.

409 Parks Furniture Renewal $75,000

All installation sites identified. Awaiting furniture delivery from manufacturer.

410 Parks Signage Renewal $70,000

Installation of 70 signs complete. 412 Water Sensitive Urban Design Renewal $150,000

Minor Renewals Project 1: Location: Bayswater Park (Marie Wallace Reserve)

project completed. Project 2: Location: Dorset Square tree pit renewal. Construction

phase. Project 3: Arboretum carpark raingarden renewal. Design

underway.

415 Wellington Road / EastLink - Shared Path $15,057

Works completed with path opened to public in August 2013. 418 Guy Turner Reserve (Stage 3) Masterplan Implementation $387,220

Tender report submitted to the CEO for approval. 439 Rowville Recreation Reserve No 1 - Renovation $70,000

Design work underway for the pump for Rowville Recreation Reserve second oval. Installation prior to next winter.

331 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 441 Tim Neville Arboretum Masterplan Implementation $372,515

Lighting project complete. Concept plan for seating/bbq area discussed with stakeholders and changes to be made. Further details of BBQ area being assessed. ASCO have been engaged to supply and install shelters. Shop drawings due February to apply for building permit. Final landscape plans being assessed.

443 Reserves Paths Renewal $50,000

Construction works programmed for March/April. Identified deteriorated paths in Raphael Court, Arcadia Avenue and Templeton Reserve have just been completed. Waiting on invoices.

446 Orana Neighbourhood House - Design & Construction $100,000

Works nearing completion.

455 Parks Crescent, Cypress Avenue, Boronia - Drainage Upgrade $105,979

Conceptual design and drainage analysis complete. 3 stages recommended. Cost of project has now been estimated at $2.6 million. Sign off of the conceptual design is still to be made. Stage 1 Design well underway with Stage 2 in progress.

459 Ferntree Gully Road (No. 1825) - Drainage Upgrade $824,194

Feasibility report has been considered and accepted. Option 7 is the preferred option to develop a conceptual design. Cost estimate of Option 7 is $5 million over 5 years.

479 Thomas Street, Ferntree Gully - Rehabilitation $30,000

Practical completion achieved.

484 Hampden Court, Rowville - Rehabilitation $60,000

All concrete works have now been completed. Asphalt works to be completed in February 2014.

485 Cairn Curren Close, Rowville - Rehabilitation $200,000

Contract works well underway with tree removal completed 20 December 2013. Works integrated with Tali Carng Close.

332 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 486 Tali Karng Close, Rowville - Rehabilitation $200,000

Contract works well underway with tree removal completed 20 December 2013. Works integrated with Cairn Curren Close.

487 Ranceby Close, Rowville - Rehabilitation $40,000

All concrete works have now been completed. Asphalt works to be completed in February.

488 Camley Court, Rowville - Rehabilitation $64,000

All concrete works have now been completed. Asphalt works to be completed in February.

489 Wells Avenue, Boronia - Rehabilitation $300,000

Contract works have commenced 14 January with kerb & channel removal complete.

490 DDA Footpath Modifications $100,000

Works underway. Projects include Clyde Street pram crossing realignment and school crossing upgrade works in Orson Street.

492 Compliance to Food Act - Various Buildings $25,000

Works progressing as part of kitchen refits at various buildings. 494 Cathies Lane - Landfill Rehabilitation Works $200,000

Landfill Gas Remediation Action Plan adopted which outlines steps to manage landfill gas. Monitoring now on a quarterly basis. Leachate pump test and modelling completed to inform the design of the leachate extraction system. Consultant’s report on this work is being reviewed. Existing contract to be finalised and new contract let for all outstanding works. Tender closed on 4 February.

495 Fencing Replacement in Early Years Facilities - Scope and Implementation $24,000

Works almost completed.


496 Blind Replacement in Early Years Facilities - Scope and Implementation $22,000

Works commenced. 498 Knox Park Soccer Floodlight Upgrade $201,260

Works progressing with foundations completed and wiring rough-ins underway.

502 Knox Gymnastic Centre Carpark - Flood Lighting Design $23,000

Project completed.

505 West Gully Preschool Playroom Development - Scope and Detailed Design $17,223

Design complete. 508 Bayswater Pre School - Building Construction $811,951

Works completed to stage where preschool could open. Landscaping works nearing completion. Final works to be completed during Easter break.

509 Bayswater Pre School - Car Park Construction $200,000

Construction complete. 512 High Street Road Shared Path $58,000

Works complete. 516 Rumann and Benedikt Reserves - Open Space Upgrade $100,000

Masterplan feedback given to consultant and Council assessment of construction documentation underway.

517 Emerson Place Reserve - Open Space Upgrade $100,170

Works complete.

334 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 518 Heany Park - Open Space Upgrade $80,000

Invitations to tender have been sent out. 519 Chandler Park - Open Space Upgrade Design $92,000

Arranging meetings with stakeholders and community safety officer to help resolve various issues discussed during community consultation. Masterplan almost complete. Path detail design underway.

520 Mountain Gate Major Activity Centre - Consultation and Design $154,809

Landscape architect has been appointed to undertake the design development and contract documentation for Stages 1 & 2 of the concept Streetscape Masterplan. Inception meeting was held in mid January.

521 Alchester Village - Place Management $7,773

The Alchester Village project was completed at the end of September with a report to Council in December.

522 John Street (No.7), Upper Ferntree Gully - Drainage Upgrade $33,150

Works complete.

523 Summit Court (No.5), Boronia - Drainage Upgrade $35,915

Project abandoned due to high cost and extent of tree removal required.

524 Stud Road (No.83), Bayswater - Drainage Design $18,437

Design complete.

525 Cardiff / Herbert Streets Catchment Improvements $25,000

CCTV survey completed and being reviewed. Level survey is required to be completed in order to progress analysis.

529 Dobson Reserve - Stormwater Harvesting $575,000

Project on hold. Panel have not yet approved concept design. Detailed design has not yet commenced. Tender to be delayed.

335 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 532 Sheffield Road, The Basin - Water Sensitive Urban Design $14,911

Project complete. 534 Oval Renovation Design $30,000

Engineering surveys for HV Jones, Lakesfield and Liberty Reserves are to be completed this month.

535 Renewal of Tennis Courts $326,000

Several projects in Active Sports renewals including tennis court improvements and cricket net upgrades are complete. Netball court upgrades are out to quotation to be implemented prior to start of the season.

536 Parkland Asset Renewal $163,000

Approximately 5,000 plant tubes used to infill garden areas along shared path between Wattletree Road and Underwood Road. Works organised for Blind Creek, Underwood Road and High Street Road, commencing Autumn 2014. Contractors appointed for works in Golding Reserve and Timothy Drive.

537 Bush Boulevard $25,000

Areas to be infilled with plants of local providence. Works to take place between Kelletts Road and Tirhatuan Drive. Contractor appointed and will commence in Autumn 2014.

539 Cricket Run-up Renewal $56,000

Cricket run up works at Kings Park are commencing this month.

541 Civic Centre Structural Works $968,752

Project due for completion by the end of February.

543 Llewellyn Park - Landfill Rehabilitation Works $200,000

Landfill Gas Remediation Action Plan adopted. Monitoring now on a quarterly basis. Leachate pump test still to be undertaken. New contract being advertised which will include leachate and landfill gas pump tests for Llewellyn Park. Tender closed 4 February.

336 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 545 Lewis Park Pavilion Upgrade $150,000

Project completed. 547 War Memorial Upgrade $190,000

Design development documentation is currently being finalised for internal and external consultation, coordination and pricing.

548 Hindmarsh Street, Rowville - Rehabilitation $300,000

Detailed design finalised with quotes being sought and assessed. Anticipate construction to commence mid February.

550 Golden Grove, The Basin - Rehabilitation Design $30,000

Consulting services well underway with concept plans nearing completion. Investigating inclusion of turning bay option and bio-diversity considerations.

551 Blackwood Park Road, Rowville - Rehabilitation Design $5,000

About to commence survey with detailed design to commence in April 2014.

552 Windermere Drive, Ferntree Gully - Rehabilitation Design $15,000

About to commence survey with detailed design to commence in March 2014.

553 St Davids Drive, Wantirna - Rehabilitation Design $5,000

Design nearing completion. 554 Inchcape Avenue(South), Wantirna - Rehabilitation Design $5,000

Survey completed and design nearing completion. Integrated with Selkirk Avenue design plans. Anticipate going to tender early February 2014.

555 Inchcape Avenue (North), Wantirna - Rehabilitation Design $25,000

Design to commence in March 2014.

337 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 556 Dudley Avenue, Wantirna - Rehabilitation Design $15,000

Design to commence design in March 2014. 557 Botany Court, Wantirna - Rehabilitation Design $10,000

Design due to commence in April 2014. 558 Hoad Court, Wantirna - Rehabilitation Design $3,000

Design to commence in February 2014.

559 Hadlow Drive, Wantirna - Rehabilitation Design $20,000


560 Roxburgh Road, Wantirna - Rehabilitation Design $20,000

Design to commence in February 2014.

561 Benmore Place, Wantirna - Rehabilitation Design $3,000


562 Elsie Road, Boronia - Pavement Investigation $2,000

Pavement investigation report completed.

563 Underwood Road, Boronia - Pavement Investigation $5,000

Pavement investigation report completed.

564 Knox Park Reserve Renovation $900,000

Contract works have commenced for soccer pitches contract with temporary fencing erected. Earthworks have commenced on return 6 January and integrating works with floodlighting contractor from late January 2014.

565 Retaining Wall Renewals $65,000

Priority list inspection due to be complete this month and works programmed March/April 2014.

338 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 566 Artwork Renewal $10,000

Two works renovated, Eildon Reserve and Alberni Seat (full documentation with Cultural Services).

568 Early Years Facility Office/Storage Upgrade $121,000

Works are well underway with two major locations finished.

569 Stamford Park Homestead - Sprinkler System $135,000

A building permit has been issued for the fire sprinkler system to the Homestead. The project will now proceed to tender in February.

570 Fairpark Reserve Floodlighting Upgrade $300,000

Preliminary works completed. Anticipated installation completion date is end of April 2014.

571 Picketts Reserve Floodlighting (Design) $10,000

Project completed.

572 Tennis Plan Implementation Program $100,000

Quotes for Scoresby Tennis Club court improvements accepted and works now well underway, which include the following: (1) Tennis court widening to correct standards for courts 6, 7 & 8; (2) Fencing upgrade; and (3) Lighting upgrade.

573 Wally Tew Reserve Floodlighting (Design) $10,000

Project completed.

574 Placemakers Shed - Storage Extension $20,000

Scoping completed. Works to commence early March.

575 Knox LeisureWorks – Disabled change-room $150,000

Contract let. Works to commence late March (at request of YMCA).

339 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 576 Early Years Facility Emergency Warning System $5,000

Trial stage completed.

577 Alchester Village Preschool - Undercover Extension $55,000

Main works completed. Additional shade sail to be erected by end February.

578 Forest Road bus stop access $20,000

Design prepared for VicRoads’ approval. Construction programmed for February/March 2014.

579 Springfield Road bus stop connection No.1 $17,000

Project completed.

580 Springfield Road bus stop connection No.2 $16,000

Project completed.

581 Napoleon Road bus stop connection No.1 $24,000

Works programmed for February/March. Redesign required to align with the ultimate layout of dedicated right turn lanes.

582 Napoleon Road bus stop connection No.2 $9,000

Project completed.

583 Cathies Lane bus stop connection $12,000

Footpath construction completed.

584 Tormore Reserve - Masterplan Development $30,000

Consultants are quoting to assist in the preparation of a masterplan.

585 Llewellyn Reserve - Masterplan Development $40,000

Consultants to commence work on project following project plan approval by EMT.

340 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 587 Upper Ferntree Gully Neighbourhood Activity Centre $50,000

Consultants for the preparation of the masterplan / structure plan, commencing by March, are currently being sought.

588 GIS Upgrade $250,000

Project implementation commenced. System installation in test environment is scheduled to be delivered by end of February. Full implementation, rollout and training is scheduled to be completed by 30 June 2014.

589 Knox Early Years (KEYs) Online $375,000

Project implementation commenced. Phase 1 of the project is expected to be delivered by 1 March 2014.

590 Studfield Carpark - Rehabilitation $90,440

Contractor appointed and works about to commence. 591 Scoresby Recreation Reserve Carpark $77,000

Knox Construction about to undertake construction. 593 Marie Wallace Park - Masterplan Development $35,000

Consultants appointed and currently preparing documentation for initial consultation with internal and external stakeholders.

594 Selkirk Avenue, Wantirna - Rehabilitation $173,000

Detailed design plans nearing completion - including Inchcape Avenue South. Anticipate going out to tender early February and be ready to appoint by mid-March 2014.

595 Walker Reserve Boundary Netting $40,000

Works completed.

341 COUNCIL – ITEMS FOR INFORMATION 25 February 2014 596 Ferntree Gully Entrance Sign $22,680

Work underway to replicate the original 'Welcome to Ferntree Gully and the Blue Dandenongs' sign. Awaiting completion of engineering design of footings, poles and framing.

597 Schultz Reserve - Disabled Toilet $45,000

Consultation with stakeholders commenced, scoping underway. 598 Knox Regional Netball Centre - Solar Panels $61,000

Energy saving initiatives – Solar panels with battery backup at the Knox Regional Netball Centre.

599 Knox Shared Path Network - Emergency Marker System $21,000

Preliminary plans showing proposed locations have been prepared. Discussions with ESTA (Emergency Services Telecommunications Authority) coordinator will take place in early February.

TOTAL $34,450,512


11.3 ASSEMBLIES OF COUNCILLORS

SUMMARY: Manager – Governance (Rhys Thomas)

This report provides details of Assembly of Councillors established under section 80A of the Local Government Act as required under section 80A(2) of the Act.

RECOMMENDATION

That Council

1. Note the written record of Assemblies of Councillors as attached to this report.

2. Incorporate the records of the Assemblies into the minutes of the meeting.

1. INTRODUCTION

Under section 80A(2) of the Local Government Act, the Chief Executive Officer must present a written record of an Assembly of Councillors to an ordinary meeting of Council as soon as practicable after an Assembly occurs. This written record is required to be incorporated into the minutes of the meeting.

Details of Assemblies of Councillors that have occurred between Monday 13 January 2014 and Sunday 9 February 2014 are attached to this report.

COUNCIL RESOLUTION MOVED: CR. COOPER SECONDED: CR. MORTIMORE

That Council

1. Note the written record of Assemblies of Councillors as attached to this report.

2. Incorporate the records of the Assemblies into the minutes of the meeting.

CARRIED

343

RREECCOORRDD OOFF AASSSSEEMMBBLLYY OOFF CCOOUUNNCCIILLLLOORRSS (Section 80A Local Government Act)

Date of Assembly: 3/2/2014

Name of Committee or Group (if applicable):

Knox Central Advisory Committee Time Meeting Commenced:

6:00pm

Councillors in Attendance: Mayor – Cr Darren Pearce Cr Peter Lockwood Cr Joe Cossari Cr Karin Orpen Cr David Cooper

Council Staff in Attendance: Graeme Emonson Jason Matthews Angelo Kourambas Samantha Mazer Matters Considered:

1. Project Update 2. DEPI Site Update 3. Westfield Planning Application Conflict of Interest Disclosures: Nil Councillor’s Name

Type of Interest

Councillor Left Assembly While Matter Being Considered

344




Issues Briefing Time Meeting Commenced:

6:30pm

Councillors in Attendance: Mayor - Cr Darren Pearce Cr Adam Gill Cr Peter Lockwood Cr Karin Orpen Cr John Mortimore Cr David Cooper Cr Joe Cossari Cr Nicole Seymour (Items 2-7)

Council Staff in Attendance: Graeme Emonson Paul Dickie (Items 1 & 2) Angela Kourambas Marshall Kelaher (Item 3) Mark Dupe David Yeouart (Item 3) Ian Bell Janine Brown (Item 4) Kerry Stubbings Gillian Shelley (Item 4) Kim Rawlings (Items 1 & 2) Rhys Thomas (Items 4 & 5) Matters Considered:

1. Declarations of Conflict of Interest 2. Transitional Arrangements for Implementation of Draft Housing Strategy, Rowville Plan and Planning

Scheme Amendments C131 3. Draft Play Space Plan (2013-2023) 4. Pre School Policy and Procedure 5. Membership of Council Committees 6. Forward Report Schedule 7. Call Up Items Conflict of Interest Disclosures: Nil Councillor’s Name

Type of Interest


345




Youth Issues Advisory Committee Time Meeting Commenced:

6:10pm

Councillors in Attendance: Cr John Mortimore Cr Nicole Seymour

Council Staff in Attendance: Tony Justice Pip Smith David Blair Matters Considered:

1. No Wrong Door Overview 2. Revisiting Themes and Topics for 2014 – Future Presentations/Discussions 3. Update on Knox Youth Council Conflict of Interest Disclosures: Nil Councillor’s Name

Type of Interest


346 COUNCIL 25 February 2014

12. MOTIONS FOR WHICH NOTICE HAS PREVIOUSLY BEEN GIVEN

Nil.

13. SUPPLEMENTARY ITEMS

Nil.

14. URGENT BUSINESS

14.1 URGENT BUSINESS

Nil.

14.2 CALL UP ITEMS

14.2.1 CHRISTMAS DECORATIONS MOVED: CR. COSSARI SECONDED: CR. COOPER That Officers prepare a report for the 22 April, 2014 Ordinary Meeting of Council outlining the timeframes, options and estimated costs of installing additional Christmas decorations at the front of the Knox Civic Centre, 511 Burwood Highway Wantirna South. CARRIED

15. QUESTIONS WITHOUT NOTICE

Councillor Cooper – My question is to the Director – Community Services With regard to graffiti on constructions erected by clubs within Council Reserves, I understand that Council is not responsible for the graffiti removal. Could a report be prepared for Issues Briefing discussion.

The Director – Community Services, Ms Kerry Stubbings advised yes.

Councillor Cooper – My question is to the Director – Engineering and Infrastructure. A local resident from the Lakewood Estate commented on the increase of illegal dumping of hard waste on the park side of the road. Can this situation be monitored?

The Director – Engineering & Infrastructure, Dr Ian Bell advised that if residents are witnessed putting out illegal hard waste, the Council Local Laws team can follow up. Dr Bell further advised that some residents are putting out hard waste with the expectation that other people may wish to collect these items, however, they are rarely collected.

347 COUNCIL 25 February 2014 15. Questions Without Notice (cont'd)

Councillor Cooper – My question is to the Chief Executive Officer. Could cards with Points of Order be distributed at future meetings of Council?

The Chief Executive Officer, Mr Graeme Emonson advised yes.

Councillor Orpen – My question is to the Chief Executive Officer What time will you be stationed on the dunking machine at the Knox Festival?

The Chief Executive Officer, Mr Graeme Emonson advised approximately 2.00pm.

Councillor Cossari – My question is to the Director – Engineering and Infrastructure. Is it illegal to burn treated pine?

The Director – Engineering and Infrastructure, Dr Ian Bell advised that it is not recommended to burn treated pine in a public space and it should not be burned in internal sources, ie wood heaters.

MEETING CLOSED AT 9.22PM

Minutes of Meeting confirmed at the Ordinary Meeting of Council

held on Tuesday 25 March 2014

………………………………… Chairperson

Documents

COUNCILLOR COOPER VACATED THE CHAMBER AT 8.24PM … · COUNCILLOR COOPER VACATED THE CHAMBER AT 8.24PM DURING DISCUSSION ON ITEM 7 . COUNCILLOR COOPER RETURNED TO THE CHAMBER AT 8.26PM